Podcasts about new york university law school

Keith Whittington sits down with Daniel Hemel, professor of law at New York University Law School, with an expertise in taxation, nonprofit organizations, and constitutional law. They discuss the Trump administration's threat to strip Harvard University of its tax-exempt status and the implications of the tax code for the workings of American universities.

DOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/ind...Become a supporter of this podcast: https://www.spreaker.com/podcast/the-opperman-report--1198501/support.

Mary Holland is the Chief Executive Officer for the Children's Health Defense, founded by Bobby Kennedy Jr. Earlier she directed the Graduate Lawyering Program at New York University Law School and lectured on international human rights at Columbia University.  Mary has been an advocate for vaccine choice and health freedom for over two decades. She also has a son who regressed into autism following the MMR vaccine. Mary holds a degree in Russian studies from Harvard, and graduate degrees in international relations and a JD from Columbia University. She also co-founded two non-profits: the Elizabeth Birt Center for Autism Law and Advocacy and the Center for Personal Rights. Mary is the co-author of “Vaccine Epidemic" about corporate greed and bad science behind the vaccine industry.  Her later book "The HPV Vaccine Trial: Seeking Justice for A Generation Betrayed" -- is perhaps the most concise book behind the history and adverse effects of HPV vaccines such as Gardasil, with a preface by the Nobel Prize Winner in medicine Dr. Luc Montagnier.  Mary also co-hosts's the weekly news review podcast "This Week with Mary and Polly" on CHD.TV.  The website for the Children's Health Defense is ChildrensHealthDefense.org  

It is no secret that law students and attorneys exist in a stressful environment. As Amy Levin recently wrote, "[l]aw student mental health is at an all-time low." The American Bar Association (ABA) has conducted a study that shows how this environment tends to contribute to high rates of mental health disorders and substance abuse. In an effort to face this challenge, LSM has launched the Wellness Program—focused on providing students resources and discussions to face this issue, together. Our first episode was with Ruth Haley Barton on Establishing Rhythms & Abiding in God (here). Our second was with Dr. Barbara L. Peacock on developing spiritual disciplines for soul care (here). On this episode, we are joined by Starr Tomczak to discuss her brand new book called Living Well: Inspired by the Story behind the Bible. Starr not only went to law school and had a succesful law practice as a corporate lawyer, but she also felt the calling to enter seminary and eventually write this book. She has a BA from Carleton College, a JD from New York University Law School, and an MDiv from Union Theological Seminary in New York City. Check out her website here. Music Credit(s): Tokyo Music Walker & Rexlambo.

Speaker: Gregory Fox, Wayne State UniversityDate: Friday Lunchtime Lecture - Friday 24 January 2025Summary: Does international law place any constraints on a possible Ukraine-Russia peace agreement? While we can only speculate about its contents, two aspects appear certain: Ukraine will be asked to relinquish (at a minimum) territory now occupied by Russia, and it will only contemplate entering into an agreement because Russia invaded its territory. Professor Fox will examine the implications of these and other factors for the validity of an agreement.Gregory H. Fox is a Professor of Law at Wayne State University School of Law, where he is the Director of the Program for International Legal Studies. Professor Fox is an elected member of the American Law Institute. He has been a Visiting Professor at the University of Michigan Law School and the Universidad Iberoamericana in Mexico City, a Visiting Fellow at the Lauterpacht Research Centre for International Law at Cambridge University, a Fellow at the Max Planck Institute for Public International Law and Comparative Public Law in Heidelberg, Germany, and a Fellow at the Schell Center for Human Rights at Yale Law School, among other institutions. Professor Fox has written widely on a variety of international law topics, including civil war peace agreements, the powers of the UN Security Council, international occupation law, international control of territory, and international efforts to promote democratic governance. His most recent article, Of Looting, Land and Loss: The New International Law of Takings, was published in Volume 65 of the Harvard International Law Journal. Professor Fox was co-counsel to the State of Eritrea in the Zukar-Hanish arbitration with the Republic of Yemen concerning the status of a group of islands in the southern Red Sea. He has also served as counsel in several human rights cases in US courts. Professor Fox was the recipient of a MacArthur Foundation/Social Science Research Council Fellowship in International Peace and Security. He began his career in the Litigation Department of the firm Hale & Dorr, now WilmerHale. He is a graduate of Bates College and New York University Law School.

Speaker: Gregory Fox, Wayne State UniversityDate: Friday Lunchtime Lecture - Friday 24 January 2025Summary: Does international law place any constraints on a possible Ukraine-Russia peace agreement? While we can only speculate about its contents, two aspects appear certain: Ukraine will be asked to relinquish (at a minimum) territory now occupied by Russia, and it will only contemplate entering into an agreement because Russia invaded its territory. Professor Fox will examine the implications of these and other factors for the validity of an agreement.Gregory H. Fox is a Professor of Law at Wayne State University School of Law, where he is the Director of the Program for International Legal Studies. Professor Fox is an elected member of the American Law Institute. He has been a Visiting Professor at the University of Michigan Law School and the Universidad Iberoamericana in Mexico City, a Visiting Fellow at the Lauterpacht Research Centre for International Law at Cambridge University, a Fellow at the Max Planck Institute for Public International Law and Comparative Public Law in Heidelberg, Germany, and a Fellow at the Schell Center for Human Rights at Yale Law School, among other institutions. Professor Fox has written widely on a variety of international law topics, including civil war peace agreements, the powers of the UN Security Council, international occupation law, international control of territory, and international efforts to promote democratic governance. His most recent article, Of Looting, Land and Loss: The New International Law of Takings, was published in Volume 65 of the Harvard International Law Journal. Professor Fox was co-counsel to the State of Eritrea in the Zukar-Hanish arbitration with the Republic of Yemen concerning the status of a group of islands in the southern Red Sea. He has also served as counsel in several human rights cases in US courts. Professor Fox was the recipient of a MacArthur Foundation/Social Science Research Council Fellowship in International Peace and Security. He began his career in the Litigation Department of the firm Hale & Dorr, now WilmerHale. He is a graduate of Bates College and New York University Law School.

Speaker: Gregory Fox, Wayne State UniversityDate: Friday Lunchtime Lecture - Friday 24 January 2025Summary: Does international law place any constraints on a possible Ukraine-Russia peace agreement? While we can only speculate about its contents, two aspects appear certain: Ukraine will be asked to relinquish (at a minimum) territory now occupied by Russia, and it will only contemplate entering into an agreement because Russia invaded its territory. Professor Fox will examine the implications of these and other factors for the validity of an agreement.Gregory H. Fox is a Professor of Law at Wayne State University School of Law, where he is the Director of the Program for International Legal Studies. Professor Fox is an elected member of the American Law Institute. He has been a Visiting Professor at the University of Michigan Law School and the Universidad Iberoamericana in Mexico City, a Visiting Fellow at the Lauterpacht Research Centre for International Law at Cambridge University, a Fellow at the Max Planck Institute for Public International Law and Comparative Public Law in Heidelberg, Germany, and a Fellow at the Schell Center for Human Rights at Yale Law School, among other institutions. Professor Fox has written widely on a variety of international law topics, including civil war peace agreements, the powers of the UN Security Council, international occupation law, international control of territory, and international efforts to promote democratic governance. His most recent article, Of Looting, Land and Loss: The New International Law of Takings, was published in Volume 65 of the Harvard International Law Journal. Professor Fox was co-counsel to the State of Eritrea in the Zukar-Hanish arbitration with the Republic of Yemen concerning the status of a group of islands in the southern Red Sea. He has also served as counsel in several human rights cases in US courts. Professor Fox was the recipient of a MacArthur Foundation/Social Science Research Council Fellowship in International Peace and Security. He began his career in the Litigation Department of the firm Hale & Dorr, now WilmerHale. He is a graduate of Bates College and New York University Law School.

Send us a textEPISODE SPONSOR:Discover AHYIN, a luxury boutique Judaica company founded by Micaela Ezra, blending her fashion design background with soulful intention and meticulous craftsmanship. Each heirloom piece, including the signature “Jardin” design inspired by the Garden of Eden, is hand-embroidered on 100% linen and designed to bring beauty, blessing, and tradition to your home. The collection includes challah covers, matzah covers, afikomen bags, and talit and tefillin bags, all made with love and by hand. Perfect for weddings, engagements, housewarmings, or milestone birthdays, AHYIN pieces are designed to be cherished for generations.Each item comes in a premium keepsake box with a certificate and a booklet about the blessings of Challah. The “Jardin” style, featuring symbols of blessing, fertility, and protection, drapes over three standard challot and is finished with hand-stitched and fringed edges. AHYIN's global reach connects artisans from Mexico and India to homes worldwide, highlighting the interconnectedness of our communities. Visit WWW.AHYINjudaica.com and follow @micaela_ezra and @ahyin_judaica on Instagram for more. SPECIAL discount code, valid through CHANUKAH 2024. code: RIVKAH&EDA for 10% off!Episode notes: In this episode of From The Inside Out Podcast with Rivkah and Eda, join us for an inspiring conversation with a trailblazing woman, Diane Abrams, who has worn many hats: lawyer, professor, feminist leader, author, and devoted mother. Diane shares her extraordinary journey of balancing career and family, her close relationship with the Lubavitcher Rebbe, and the powerful legacy of her new book, My Grandmother's Candlesticks. Discover timeless lessons on faith, resilience, and finding purpose in every stage of life. Perfect for anyone seeking wisdom, inspiration, and a deeper connection to their own story.You can purcahse Diane's book, My Grandmother's Candlesticks, here: https://oupress.org/product/my-grandmothers-candlesticks/→ Watch the video episode here: https://youtu.be/A3QZhck8lGoFEEDBACK: We'd love to hear your thoughts on making From The Inside Out Podcast even better and more tailored for you! Please take our survey here: https://vc7ah0gv.forms.app/ftio GUEST BIO:Diane Schulder Abrams is an attorney who taught the first Women and the Law course in 1969 at the University of Pennsylvania Law School and then at New York University Law School. An activist at the forefront of the fight for women's rights in the 1970s, she has written about women's rights and also about issues related to the Jewish community. After reading an article that she published about her grandmother in 1974, the Lubavitcher Rebbe requested that she write more about her grandmother. Diane is now completing an intergenerational memoir titled My Grandmother's Candlesticks: Feminism and Judaism.BOOK LINK: https://www.amazon.com/MY-GRANDMOTHERS-CANDLESTICKS-FEMINISM-MULTIGENERATIONAL/dp/1602805288/ref=mp_s_a_1_1?crid=2D33E9L67DC9T&dib=eyJ2IjoiMSJ9.ehTRFcBtcEnedwgcVMjmhthhsO6FIKvBMNj_

University of Virginia Law Professor G. Mitu Gulati discusses authoring a study (along with Professor Stephen Choi of New York University Law School) on Trump-appointed federal judges’ productivity, independence, and influence. University of Minnesota Law Professor and former chief White House ethics lawyer for President George W. Bush Richard W. Painter rejoins Legal Face-Off to […]

OUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/index.php?showtopic=21500Become a supporter of this podcast: https://www.spreaker.com/podcast/the-opperman-report--1198501/support.

DOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/index.php?showtopic=21500Become a supporter of this podcast: https://www.spreaker.com/podcast/the-opperman-report--1198501/support.

Claire de Mézerville López welcomes Raymond E. Kramer, J.D., to the Restorative Works! Podcast. Claire is joined by co-host, IIRP Vice President for Partnerships Keith Hickman. Judge Kramer joins us and provides a compelling narrative of how restorative justice, mediation, and peacekeeping circles have shifted the paradigm in administrative law, emphasizing the importance of human connection and relational repair. He discusses the challenges and successes of implementing these approaches in a rights-based, often bureaucratic, government setting, and shares stories that illustrate the profound impact of restorative practices on individuals and organizations. Judge Kramer is an Administrative Law judge and the Executive Director of the Center for Creative Conflict Resolution and the Director of the Administrative Judicial Institute at the New York City Office of Administrative Trials and Hearings (OATH).  The Center serves as the New York City government's central resource for conflict resolution and restorative justice practices. Judge Kramer is an experienced mediator and is an adjunct professor of law at New York University Law School, where he co-teaches the Mediation and Advanced Mediation: Dispute Systems Design Clinics. He is also an adjunct professor at New York University's School of Professional Studies and New York University's Wagner Graduate School of Public Service, where he teaches Dispute Resolution, Conflict Management, and Negotiation.  Judge Kramer is a member of the New York City Bar Association, a Board Member for the National Association of the Administrative Law Judiciary (NAALJ), and a Board Member and past President of the New York State Administrative Law Judges Association (NYSALJA).  Judge Kramer received his B.A. from the University of Virginia and his Juris Doctor degree from Harvard Law School. Tune in to hear about the importance of restoring relationships in the workplace, the innovative efforts of the Center for Creative Conflict Resolution, and the broader vision of creating a more collaborative and supportive government environment.

Host Gregg N. Sofer welcomes back to the podcast Richard Epstein, Laurence A. Tisch Professor of Law at New York University Law School, and Steve Renau, Husch Blackwell's Head of Thought Leadership, to discuss the U.S. Supreme Court's recent decision in Securities and Exchange Commission v. Jarkesy. The Court held 6-3 that the Seventh Amendment's guarantee of a jury trial requires the SEC to pursue civil penalties for securities-fraud violations in federal court. No longer can the SEC rely on its own in-house tribunal to secure these penalties. Although Jarkesy applies only to the SEC, the Court's reasoning could have far-reaching implications across a number of federal agencies, particularly when “the ‘public rights' exception to Article III jurisdiction does not apply.”Our discussion highlights the administrative law history that was brought to bear upon the case and how it was that the adjudication of civil penalties came to be matters before non-Article III courts. We then pivot to some of the impacts Jarkesy could have in the future, including whether the Supreme Court will take up related issues of due process in future challenges to federal agency enforcement actions.Finally, we discuss Jarkesy in light of the Supreme Court's Loper Bright decision that ended the doctrine of Chevron deference and the implications of both decisions for administrative agencies and the private businesses they regulate.Gregg N. Sofer BiographyFull BiographyGregg counsels businesses and individuals in connection with a range of criminal, civil and regulatory matters, including government investigations, internal investigations, litigation, export control, sanctions, and regulatory compliance. Prior to entering private practice, Gregg served as the United States Attorney for the Western District of Texas—one of the largest and busiest United States Attorney's Offices in the country—where he supervised more than 300 employees handling a diverse caseload, including matters involving complex white-collar crime, government contract fraud, national security, cyber-crimes, public corruption, money laundering, export violations, trade secrets, tax, large-scale drug and human trafficking, immigration, child exploitation and violent crime.Richard Epstein BiographyRichard A. Epstein is the Laurence A. Tisch Professor of Law, New York University Law School, a senior lecturer at the University of Chicago, and the Peter and Kirsten Bedford Senior Fellow at the Hoover Institution.Professor Epstein has published work on a broad range of constitutional, economic, historical, and philosophical subjects. He has taught administrative law, antitrust law, communications law, constitutional law, corporation criminal law, employment discrimination law, environmental law, food and drug law, health law, labor law, Roman law, real estate development and finance, and individual and corporate taxation.Epstein's most recent book publication is The Dubious Morality of Modern Administrative Law (2020). Other works include The Classical Liberal Constitution: The Uncertain Quest for Limited Government (2014); Design for Liberty: Private Property, Public Administration, and the Rule of Law (2011); The Case against the Employee Free Choice Act (2009); Supreme Neglect: How to Revive the Constitutional Protection for Private Property (2008); How the Progressives Rewrote the Constitution (2006); Overdose (2006); and Free Markets under Siege: Cartels, Politics, and Social Welfare (2005).He received a BA degree in philosophy summa cum laude from Columbia in 1964; a BA degree in law with first-class honors from Oxford University in 1966; and an LLB degree cum laude, from the Yale Law School in 1968. Upon graduation he joined the faculty at the University of Southern California, where he taught until 1972. In 1972, he visited the University of Chicago and became a regular member of the faculty the following year.He has been a senior fellow at the MacLean Center for Clinical Medical Ethics since 1984 and was elected a fellow of the American Academy of Arts and Sciences in 1985. In 2011, Epstein was a recipient of the Bradley Prize for outstanding achievement. In 2005, the College of William & Mary School of Law awarded him the Brigham-Kanner Property Rights Prize.Additional ResourcesThe Justice Insiders, “The Administrative State Is Not Your Friend: A Conversation with Professor Richard Epstein” (Episode 7), June 21, 2022The Justice Insiders, “SEC Plays Chicken with Jarkesy” (Episode 18), October 16, 2023U.S. Supreme Court, Securities and Exchange Commission v. Jarkesy, June 27, 2024Gregg N. Sofer and Joseph S. Diedrich, “Landmark Supreme Court Decisions Restrain Federal Administrative Agency Power,” June 28, 2024© 2024 Husch Blackwell LLP. All rights reserved. This information is intended only to provide general information in summary form on legal and business topics of the day. The contents hereof do not constitute legal advice and should not be relied on as such. Specific legal advice should be sought in particular matters.

Welcome to What Matters Now, a weekly podcast exploring one key issue currently shaping Israel and the Jewish World. This week, The Times of Israel deputy editor Amanda Borschel-Dan speaks with Rachel Gur, the deputy CEO of the grassroots Lobby 99. Today, as part of the "what is good for Europe is good for Israel" import reform, the Knesset ministerial committee for tackling the high cost of living unanimously approved that European standards will apply automatically and will override the need for domestic regulatory standards approval. This comes after a recent report that food and beverage prices in Israel are 52 percent higher than the average among developed countries, second only to South Korea, according to comparative consumer price data released by the Organization for Economic Cooperation and Development in June and reported by Channel 12. Prices for bread and grains in Israel were found to be among the highest in OECD countries, at 49% above the average, with only Swiss prices coming in higher. Similarly, Israeli prices for dairy and eggs were the second most expensive among the 38 OECD countries, at 64% more expensive than the average, second to South Korea. And while some of these costs are linked to the ongoing war against Hamas, most are not and are rather linked to a dearth of competition in Israel's "free market" economy. Currently serving as the deputy CEO of Lobby 99 -- "the people's lobby" -- Gur moved to Israel from the United States at age 17 and served in the IDF Spokesperson's Unit. After demobbing, she earned an L.L.B. and B.A. in political science from the Interdisciplinary Center Herzliya and an L.L.M. in Legal Theory from New York University Law School. (She also married The Times of Israel's senior analyst Haviv Rettig Gur and had four children.) So this week, as there is some optimism that the cost of living just might will be lowered for the little guy, we ask Rachel Gur, What Matters Now. What Matters Now podcasts are available for download on Apple Podcasts, Spotify, YouTube or wherever you get your podcasts. This episode was produced by the Pod-Waves.  IMAGE: Deputy CEO of Lobby 99, lawyer Rachel Gur. (Inbal Marmari)See omnystudio.com/listener for privacy information.

In this episode, Colin Rule (CEO of Mediate.com) speaks with Bridget McCormick, the CEO of the American Arbitration Association/International Centre for Dispute Resolution (AAA/ICDR), about the path that led her from being a public defender in NYC, to a law professor in Michigan, to the Chief Justice of the Michigan Supreme Court, and now CEO of AAA/ICDR. They discuss her work in mediation and dispute resolution, how Bridget has updated AAA/ICDR's strategy to embrace mediation and expand access to justice, and the role of technology in the future of the ADR field. Learn More: https://adr.org/ https://www.lawnext.com/2024/05/american-arbitration-association-acquires-odr-com-and-mediate-com-to-expand-online-dispute-resolution.html https://mediate.com/the-mediate-com-aaa-partnership/ About Bridget McCormick: Bridget Mary McCormack is President and CEO of the American Arbitration Association-International Centre for Dispute Resolution. She is also a Strategic Advisor to the Future of the Profession Initiative at the University of Pennsylvania Carey Law School. Until the end of 2022, McCormack was Chief Justice of the Michigan Supreme Court, a position her peers selected her for in January 2019 after she served for six years as a Justice. While on the Court, she championed innovation and the use of technology to improve access to justice. A graduate of New York University Law School, McCormack started her legal career in New York City. In 1996, she joined the Yale Law School faculty. She then joined the University of Michigan Law School faculty in 1998, where she taught criminal law, legal ethics, and numerous clinics. She was Associate Dean for Clinical Affairs from 2002 until 2012. McCormack was elected to The American Law Institute in 2013. The Attorney General of the United States appointed her to the National Commission on Forensic Science in 2014. In 2019, the Governor of Michigan named her Co-Chair of the Michigan Joint Task Force on Jail and Pretrial Incarceration. In 2020, she joined the American Bar Association's Council on Legal Education and Admission to the Bar and currently serves as Vice Chair. In 2021, the Governor of Michigan asked her to co-chair the Michigan Task Force on Forensic Science and to chair the Michigan Jail Reform Advisory Council. She also chaired the Michigan Judicial Council, the strategic planning body for the judicial branch. In 2021, McCormack was also appointed to serve nationally on The Council of State Governments Healthy States National Task Force and the ABA Center for Innovation's Governing Council. She was also named Chair of the ABA Board of Elections. McCormack is an Editor of the ABA's preeminent publication, Litigation Journal. She speaks and writes frequently about access to justice, innovation in the legal profession, and legal education.

Welcome to Episode 6 of Season 3 of The R.A.C.E. Podcast. Today I am in conversation with Robert Raben, President and Founder of The Raben Group. Robert is a dynamic individual with a heart that matches his passion for his work. There are many jewels and “odes to the greats” within our conversation and I really hope that it is one that leave you inspired to continue in action. A special thank you to Robert for his work and his time.Meet Robert Raben:Robert is a “strategist's strategist” on a lifelong mission to inject humanity, common sense, equity, and justice into the fabric of American politics and culture. Since its founding in 2002, Raben has grown to include a diverse team of 100+ experts, consultants, activists, and communicators working tirelessly to change the faces of power in public policy, media, education, business, philanthropy, the arts, and more.With decades of experience as an attorney, senior Hill staffer, and assistant attorney general, Robert easily navigates legal subtleties and powers through political realities. Robert was the first openly gay man to receive Senate confirmation, and to lead in a law enforcement agency. Beyond his work with the firm, Robert has served on the boards of game-changing entities, including The Joint Center for Political and Economic Studies, NRDC, the UnidosUS Action Fund, President Barack Obama's My Brothers' Keeper Alliance. the American Constitution Society, the Alliance for Justice, the Iraqi Refugee Assistance Project, the Mississippi Center for Justice, and more.As a serial NGO entrepreneur, Robert has started initiatives impacting the leadership of our country, including Friends of the Museum of the American Latino, the March on Washington Film Festival, and Green 2.0. Robert hails from Miami and holds degrees from the Wharton School and the New York University Law School.Listen in as Robert shares:How his identities, particular his identity as Jewish shape him and inform his workWhat Racial Equity means What keeps him anchored and whom are his sources of supportWhy he created the Raben Group and his vision for the firmWhat he wants folks to know, do, or feel, in this workAnd moreConnect with Robert Raben:Website: The Raben GroupLinkedIn: Robert RabenTedTalk: Battle Soldiers: Telling the Truth About Civil Rights HistoryHi listener! Please take our short Listener Survey HERE to give The R.A.C.E. Podcast team feedback on the show. We will use the feedback to inform how we approach conversations in the future. Upon completion, you will be entered in our quarterly drawing for a $100 Visa gift card! Your email address will only be used for this purpose. Thanks in advance - we appreciate your feedback.Connect with Keecha Harris and Associates: Website: https://khandassociates.com/ Linkedin: https://www.linkedin.com/company/keecha-harris-and-associates/ Twitter: https://twitter.com/khandassociates YouTube: https://www.youtube.com/channel/UCukpgXjuOW-ok-pHtVkSajg/featured Connect with Keecha: LinkedIn: https://www.linkedin.com/in/keechaharris/

OUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/index.php?showtopic=21500This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement

Jordan T. Camp speaks with law professor John Whitlow about conjunctural analysis, the law, Trumpism, and housing struggles in neoliberal New York City. Conjuncture is a web series and podcast curated and co-produced by Jordan T. Camp and Christina Heatherton with support of the Trinity Social Justice Institute. It features interviews with activists, artists, scholars, and public intellectuals. Taking its title from Antonio Gramsci and Stuart Hall's conceptualization, it highlights the struggles over the meaning and memory of particular historical moments. John Whitlow is an Associate Professor at the City University of New York School of Law, where he teaches primarily in the Community & Economic Development (CED) Clinic. He is currently a Senior Fellow at New York University Law School's Initiative for Community Power, and serves on the board of directors of The Action Lab. Jordan T. Camp is an Associate Professor of American Studies and Co-Director of the Social Justice Institute at Trinity College in Hartford, Connecticut, and a Visiting Fellow in the University of Connecticut Humanities Institute.

As the Supreme Court moves forward with its administrative state agenda, we thought we'd get in on the action and make sure we understand what exactly that agenda even is. Lucky for us, we've got some friends who can shed light on that matter. On today's episode, we're joined by Emma Kaufman, Professor of Law at New York University Law School, to discuss her paper, co-authored with previous pod guest Adam Cox, “The Adjudicative State.” In this episode, we talk about the administrative state as a neglected site of adjudication and agency adjudication as a neglected site of administration. First, Professor Kaufman explains how her past research on immigration helped her identify and break through these blind spots. Next, we talk about how best to achieve equal justice under the law. Should we follow the legal academy, and half the op-eds in the New York Times, and leave politics out of courts? Or should we politicize justice entirely? (It turns out politicizing administration is complicated anyway!) Finally, Professor Kaufman leaves us with a bit of a cliff-hanger – stay tuned for her history of private prosecution and tune in to find out how it related to the rest of the topics on today's pod. This podcast is generously supported by Themis Bar Review. Referenced Readings “1930s Redux: The Administrative State Under Siege” by Gillian Metzger

Host Gregg N. Sofer welcomes back to the podcast Richard Epstein, Laurence A. Tisch Professor of Law at NYU School of Law, to discuss the U.S. Supreme Court's consideration of Securities and Exchange Commission v. Jarkesy, a case that has the potential to vastly alter the way the SEC initiates and adjudicates enforcement proceedings, as well as its ability to choose its own in-house venue for those proceedings.Gregg N. Sofer BiographyFull BiographyGregg counsels businesses and individuals in connection with a range of criminal, civil and regulatory matters, including government investigations, internal investigations, litigation, export control, sanctions, and regulatory compliance. Prior to entering private practice, Gregg served as the United States Attorney for the Western District of Texas—one of the largest and busiest United States Attorney's Offices in the country—where he supervised more than 300 employees handling a diverse caseload, including matters involving complex white-collar crime, government contract fraud, national security, cyber-crimes, public corruption, money laundering, export violations, trade secrets, tax, large-scale drug and human trafficking, immigration, child exploitation and violent crime.Richard Epstein BiographyRichard A. Epstein is the Laurence A. Tisch Professor of Law, New York University Law School, a senior lecturer at the University of Chicago, and the Peter and Kirsten Bedford Senior Fellow at the Hoover Institution.Professor Epstein has published work on a broad range of constitutional, economic, historical, and philosophical subjects. He has taught administrative law, antitrust law, communications law, constitutional law, corporation criminal law, employment discrimination law, environmental law, food and drug law, health law, labor law, Roman law, real estate development and finance, and individual and corporate taxation.Epstein's most recent book publication is The Dubious Morality of Modern Administrative Law (2020). Other works include The Classical Liberal Constitution: The Uncertain Quest for Limited Government (2014); Design for Liberty: Private Property, Public Administration, and the Rule of Law (2011); The Case against the Employee Free Choice Act (2009); Supreme Neglect: How to Revive the Constitutional Protection for Private Property (2008); How the Progressives Rewrote the Constitution (2006); Overdose (2006); and Free Markets under Siege: Cartels, Politics, and Social Welfare (2005).He received a BA degree in philosophy summa cum laude from Columbia in 1964; a BA degree in law with first-class honors from Oxford University in 1966; and an LLB degree cum laude, from the Yale Law School in 1968. Upon graduation he joined the faculty at the University of Southern California, where he taught until 1972. In 1972, he visited the University of Chicago and became a regular member of the faculty the following year.He has been a senior fellow at the MacLean Center for Clinical Medical Ethics since 1984 and was elected a fellow of the American Academy of Arts and Sciences in 1985. In 2011, Epstein was a recipient of the Bradley Prize for outstanding achievement. In 2005, the College of William & Mary School of Law awarded him the Brigham-Kanner Property Rights Prize.Additional ResourcesJarkesy v. Securities and Exchange Commission, No. 20-61007 (5th Cir. May 18, 2022).SCOTUSblog, Securities and Exchange Commission v. Jarkesy

J.J. and Dr. Yonatan Brafman define philosophy of halakha and discuss the competing halakhic philosophies of Yeshayahu Leibowitz and Eliezer Berkovits. Yonatan Brafman is an assistant professor of Modern Judaism in the Department of Religion and a member of the Program in Judaic Studies. He is a scholar of modern Jewish thought and a philosopher of religion. His research focuses on the intersection of Jewish thought, Jewish law, and contemporary moral, legal, and political philosophy. He also studies the implications of religious ritual for critical social theory and praxis.Previously, he was assistant professor of Jewish thought and ethics and the director of the Handel Center for Ethics and Justice at the Jewish Theological Seminary of America. He has held fellowships in the Department of Religion and Program in Judaic Studies at Princeton University (2014–2015), the Tikvah Center for Law and Jewish Civilization at New York University Law School (2012–2013), and the Center for Jewish Law and Contemporary Civilization at the Benjamin N. Cardozo School of Law, Yeshiva University (2008–2010). He holds a PhD in Philosophy of Religion and Jewish Thought from the Department of Religion at Columbia University, where he also received his BA, MA, and MPhil.

DOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/index.php?showtopic=215008 years ago #assassination, #attorney, #burglars-, #caddy::, #doug, #doug caddy, #ed, #jfk, #opperman, #oppermanreport, #report, #watergate, #watergate burglarsThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement

DOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/index.php?showtopic=215008 years ago #assassination, #attorney, #burglars-, #caddy::, #doug, #doug caddy, #ed, #jfk, #opperman, #oppermanreport, #report, #watergate, #watergate burglarsThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement

Join Roger in this week's Liberty + Leadership Podcast as he speaks with lawyer-turned-author Tom Morrison, who writes under the name T.C. Morrison. Roger and Tom talk about his series of satirical legal novels, including the just released "Send In The Tort Lawyer$," his time in private practice where he pioneered false advertising litigation, and how the legal profession has changed over the past 40 years.Tom Morrison is the author of satirical legal novels including "Please Pass the Tort$" and "Tort$ "R" US." Before becoming an author, Tom spent more than 50 years as a lawyer, first in the Air Force JAG Corps and then at several distinguished New York law firms. Tom served on the TFAS Board of Regents for more than a decade. He and his wife established the Thomas and Sarah Morrison Scholarship Fund for students from Otterbein University in Westerville, Ohio. Tom eared his law degree from New York University Law School and he holds a bachelor's degree from Otterbein, where he served eight years as the University's board chairman.The Liberty + Leadership Podcast is hosted by TFAS President Roger Ream and produced by kglobal. This episode was recorded at Reason Magazine's podcast studio. If you have a comment or question for the show, please drop us an email at podcast@TFAS.org. To support TFAS and its mission, please visit TFAS.org/support. Support the show

Today on the IC-DISC Podcast, I spoke with Mike Silverman and Matt Clark, two attorneys specializing in exit planning and succession planning for business owners. They explained that exit planning is all about planning when an owner wants to leave the company, while succession planning identifies future leaders within the business. Both are crucial since you need a strategy for expected and unexpected departures. Mike and Matt stressed meeting regularly so these plans stay on track and don't cause disruption. They also talked about having a whole team involved beyond just lawyers, with experts in different fields all working together towards long-term goals. The overall message I got from listening was planning early, working with professionals with experience like Matt and Mike, and sticking with the process to ensure that transitions go smoothly for everyone.   SHOW HIGHLIGHTS Many business owners tend to push exit and succession planning to the bottom of their to-do list, focusing instead on day-to-day operations. Sudden exits without a succession plan can leave the business leaderless and destroy its value. By recognizing the need for succession planning early on, you can protect and maximize the value of your business. Planning helps align goals and increase value for employees, family, and the owner. Clear vision and goals for all stakeholders are necessary for a successful succession plan. Without planning, a sudden exit can result in a dramatic reduction in the value of the business. Having the right people in place and a solid succession plan increases the value of the business to potential buyers. A turnkey business that can generate income without the owner's presence is of premium value. They emphasize the importance of working with a team of experts, including estate planning attorneys, CPAs, and wealth advisors. These professionals can provide valuable insights and ensure a comprehensive plan is in place. They also mention that M&A lawyers often push for third-party sales because it's what they know and are experienced in. Planning is not a one-time event but an ongoing process that requires regular meetings and adjustments. Embrace the process, and you'll be well on your way to a successful exit and a bright future for your business. The conversation touches on the indirect acquisition structure and ESOPs as potential strategies. LINKSShow Notes Be a Guest About IC-DISC Alliance About Dentons GUEST Mike SilvermanAbout Mike Matthew ClarkAbout Matthew TRANSCRIPT (AI transcript provided as supporting material and may contain errors) David Spray Hi, my name is David Spray, and welcome to another episode of The Icdisc Show. I have a really unique episode today because I have two guests on simultaneously. That's Matt Clark and Mike Silverman. They are both attorneys at the law firm of Denton's, and they're both in the Pittsburgh office. And they have a unique practice around exit planning and succession planning. But it has very much a planning focus rather than a traditional M, a practice that seems to have more of a transactional focus. We talk about all kinds of things around planning, the need for regular meetings to implement succession and exit planning. And we also talk about how ESOPs employee stock ownership plans are one of the best deals in the tax code. That's incredibly underutilized for exit planning. Mike talks in great detail about some of the benefits of ESOP. So this is a great episode for any business owner or key executive at a privately held company to consider. So I hope you enjoy this episode as much as I did. Good morning, gentlemen. How are you all doing today? Good morning. David Spray Very well. David Spray Good morning. Mike Silverman Fantastic. How are you doing, David? David Spray I am doing great, thank you. Well, I've really been looking forward to this interview because you guys really have some great experience that I think will really benefit clients of mine, as well as just listeners to the podcast. So why don't we just kick off with a little background. Matt, why don't we start with you? Oh, by the way, you guys are calling from Pittsburgh today. Both of you, correct? That's correct. Okay, so, Matt, let's start off with you. Are you a Pittsburgh native? Matt Clark No, I'm actually a native outside of I grew up outside of Philadelphia and made my way to Pittsburgh 30 plus years ago. And I call Pittsburgh home now. I went to Duquesne University for undergrad and then law school. My practice is corporate practice. I work with entrepreneurs and business owners and various areas, but a big part of it is part of their exit planning, and succession planning is a big part of our practice. And so I get to work with fantastic colleagues like Mike, who is certified, but in exit planning and succession planning. And so we just have a fantastic team based in Pittsburgh. But I'm with Denton's. We're the largest law firm in the world, and so we have the ability to work with clients on a truly a global basis to make sure that we're meeting and fulfilling all of their legal needs. David Spray Great. That's great. Well, thank you for that quick background. Now. What about you, Mike? Are you a native Pittsburgh bergonian what's the term? Mike Silverman I think they call them Pittsburgh. David Spray Okay. Mike Silverman But yes, I'm born and bred, have always lived here in Pittsburgh. I grew up in the eastern suburbs. I went to college in Baltimore at Johns Hopkins University. I got my law degree at University of Pittsburgh, and then I got a master's in tax law after law school at New York University Law School. And like Matt, I'm a business attorney and I represent middle market companies throughout the lifecycle of a business, and succession planning isn't a very significant part of my legal practice. David Spray Okay, that's great. And do you have an accounting undergrad graduate degree? Mike Silverman No, undergrad. Odly, enough. I was an engineering major undergrad. I thought I was going to become my patent lawyer, but I fell in love with my tax courses in law school, so I went a different route. David Spray Okay, well, sounds good. So one of the things that is I've gotten to know you guys that I've learned is I had a misconception that exit planning and succession planning were basically the same thing. But as I've learned more about this, there appears to really be a significant difference. Mike, why don't you share with the audience how you delineate between exit planning and succession planning? Mike Silverman Well, ever y new corporate client that I get, I ask them the rhetorical question of whether they've done their exit planning and succession planning, and the answer invariably is no. And they also have this misconception that you referred to that exit planning and succession planning are redundant with one another. And that is a misconception because they're totally discreet. Exit planning is the planning exercise we go through to identify the structure under which a business owner is going to exit from his or her business. And there's a lot involved with developing that structure. We'll talk about it during the course of the podcast, but we want to do a deep dive into your business to figure out what your goals are personal goals, financial goals, business goals, and then figure out what kind of exit structure facilitates those goals and enables you to achieve those goals. Succession planning is very different. Succession planning, what we're going to do there is to identify who are the key employees in the operation of a business. And then once we've identified those individuals, we have to identify who their successors are going to be. Are there people that are coming up through the ranks in the company, or do we have to go out and recruit people laterally so that we don't have a drop off if an employee leaves or gets hit by a bus, et cetera. But regardless of how business owner is going to exit from his or her business, we want to make sure we have very seamless and tax efficient structures in place for both the exit plan as well as the succession plan. David Spray Is succession planning a subset of exit planning, or is exit planning a subset of succession planning, or are they parallel tracks? Mike Silverman They're parallel tracks. They're totally distinct from one another, and they're not linked together at all. It's important you do both. You can't do one without the other, in my view. David Spray When you do come across folks who have done some planning, are they usually more focused on the exit planning than the succession planning they are because they. Mike Silverman Have their eye on the prize. And so they're most interested in finding out how could they can maximize the value they can attain on their exit. But it's every bit as important to a third party buyer and to you as a business owner that you have in place in the operation of your business a seamless succession plan, because we don't know when that succession plan is going to kick in and it could kick in well in advance of an exit. David Spray Okay, thank you for that. Delineation so the next question I think I'm going to direct Matt's Way, do your business owner clients, do they tend to be very proactive on their succession in exit planning or is it something that tends to fall to the bottom of the stack? Matt Clark Matt it tends to fall to the bottom of the stack. I mean, these are people who are very busy. They're trying to drive the business forward. And in many cases the last thing they're thinking about is exit planning or succession planning. They're thinking about kind of daily plans. And so you can think about that in our own lives, very few of us have a five year plan that we kind of put out there, much less 1020 kind of thinking, worst case scenario and best case scenario, but you don't know the date of your exit. And so it's really important to develop a plan, one to protect and maximize the value of the business. Everybody, every business owner is going to exit his or her business, whether it's voluntarily or know that great offer comes along and you weren't prepared or mike and I have had, unfortunately, the situation where a business owner had a sudden health issue and they were no longer there. And so now their family is left with the family members no longer there and the business is left without a leader and without a plan. And what that does is it really destroys the value of the business because there's no planning. The employees are left wondering what's going on and they haven't been included within it. So you need to eliminate or at least minimize the risks and liabilities associated with the business. You need to create a clear vision and goal for the owner, for the family, for those key employees that are part of the succession plan as to the direction of the business both before and after the owner's career has ended, whether again, if that's voluntarily or involuntarily. And you really need to make sure that this planning is creating an effective and efficient transition of the business upon the exit. So we'll tie on or tie into this later on. But one of the challenges for a business owner, particularly someone a founder, is they've invested or they view that business as an extension of themselves. And in many ways this actually harms the value of the Business. And that's where the really succession planning and saying, who can help you run this business if you're not here? And how do you move in that direction as part of your exit? It actually Helps once they Understand that and Realize that actually creates value in the business, it Aligns Their goals with the business Goals. And really, it helps increase everybody's value. Employees, the family, the owner. David Spray Yeah. So you raise a really good point that without planning, a sudden exit can result in a dramatic reduction in the value of the business. Matt Clark Mike and I had a client where we had been pushing to have a plan put in place. And the founder, owner, Healthy, was really driving the business. Hard didn't see a need for it and unfortunately had a heart attack and passed. And so the wife became the business owner, had no real interest in the business, had no experience with it, and there was no succession plan. And so we come in, and we're trying to help lead that through the process, whether it's identifying okay, now, after the fact, you're identifying who is the employee. Is there an employee that can lead this business at least through an exit where you haven't destroyed the value? So those are the sort of things with and we recognize and appreciate that the process itself can be time consuming in that you go through effectively. And we'll get into this due diligence on your own company, identifying where your weaknesses are, how you can approve those. Do you have somebody who can take over the business? If you don't? How do you bring that person in? Or what do you do to decouple yourself as the business owner from the operation of the business so that a buyer can look at it and say, there's real value here without this person being in the business? 24 7365 because That's Part of your exit Plan. You're Looking To actually move away from the day to day operation of The Business once You Sell? David Spray No, that makes sense. So I know my clients tend to try to bottom line things. So would It Be inappropriate to Say to somebody who hasn't done Planning to say to Them, well, hey, if you Don't Want to do planning, that's okay. But realize that your ultimate value of the business at the exit is probably going to be half what it could have been or substantially less than it could have been. Is that any? Matt Clark That's a fair mean. So mike and represent. We do a lot of exit and succession planning, but we also on acquisitions represent both buyers and sellers. And when a buyer is looking for a business, particularly if it's a financial buyer, they're saying, if I purchase this business, am I going to have to once the owner leaves, am I going to have to put in somebody who's the new CEO, president, whatever it might be? And that's an additional cost. And that person doesn't have the relationships, doesn't have the experience. And so you're now discounting the value because that all left with the owner. Even if there's a transition plan, what we recommend, and this is part of the succession and exit planning is making sure that you have the right people in place, that you can continue to have those relationships. And you can say to a buyer, hey, this is basically running on its own. This is so easy for you. I've set it up. Here's the plan, the succession, this person, when they leave or retire, I have three other people that I've been training and qualified. None of my relationships with my key vendors or customers are tied to one employee. They're not tied just to me. And so it really allows you to say, this is a turnkey business just waiting to generate income for you, just like it's done for me. And that's really of premium value. David Spray Okay. Mike Silverman The one thing, David, that I would augment, what Matt just said is that a lot of times we have an exit planning structure that we call an exit without an exit. And that means you have to have a perfect succession plan because once we get into the succession planning with a client, we explain to them this business has to run on automatic pilot whether you're there or not, because then a buyer has no issues with regard to your business. They know it can run whether you're on vacation for six months or not. So a lot of our clients, once they realize that when we've gone through a really well conceived succession plan with them and the owner has delegated all the control and the reins of the business to key employees and the owner can go away for six months. The owner says to himself or herself, wow. I can augment my purchase price by just hanging around for a while. So I'm not going to exit. I'm just going to collect coupons and distributions from my company, let these people run it. I'll bump up their salaries a little bit, but I'll just passively collect distributions and cash flow over the years that increase my purchase price when I eventually exit. So that just shows that how important the succession planning is and how important it is that we have a business that's transferable, that it's not dependent on the owner. The owner has delegated all those control elements of the business to key employees. David Spray Yeah, I have a general sense of this because I don't know if you know who John Warlow is, the built to sell guy, but I actually went through his program a couple of years to become a certified value builder and it was so eye opening. I mean, the other big takeaway is a business that can run without you is a more fun business to own. So, I mean, when you look at it, there's really no reason to not have a business to not have the goal of having a business that runs without you. It's more valuable, it's more fun. If you have some unexpected change, it's better. Mike, when should a business owner start exiting succession planning? I guess it depends on if you have a crystal ball, right? If you have a crystal ball and you know exactly what the future holds, then you can tell them exactly when to start their planning, I guess. Right. Mike Silverman I tell every client, and this is typically new clients because all my existing clients have done their exit and succession planning. That as Matt alluded to before. Every business owner exits from his or her business, either voluntarily or involuntarily. And as you said a minute ago, we don't have a crystal ball and we've had plenty as to whether an involuntary event like death or disability is going to occur. Involuntary events also include key employees leaving the business or key employee dying, et cetera. You can go into a free fall for things that might happen to the business owner or key employee. So I tell every new client, you can push back and delay doing the exit succession planning, but it's critical you do it today. You've spent a better part of your lifetime, significant part of your lifetime, building a very unique and valuable business, the value of which probably represents 80 or 90% of your net worth. And you need to protect that business and also ensure that whether we have an involuntary or voluntary exit, we're getting 100 cents on the dollar. We have a tax efficient exit, we have a succession plan that is seamless, that kicks in, and that all your planning is in place so that whether there's an involuntary event or a buyer comes knocking on the door tomorrow, we're ready for it. So I tell every client, we need to do this right now. David Spray Yeah, that makes so, Matt, if I'm hearing you guys correctly, that everybody needs some type of an estate plan, arguably, and those with substantial assets, it's even more critical. But what I think I'm hearing you saying is that a business owner, their exit and succession plan is just as critical as their estate plan. Matt Clark Well, I don't want to say it's more important, but they kind of all go together. And so when you're thinking about your estate plan, you have to think about the value of your assets that are part of your estate. And so if you're saying, well, my business, I think this is my exit plan, this is what I'm going to live on, this is kind of all part of the process. You're going to maximize that value by successful and well thought out exit planning and succession planning. And so again, we would say the estate plan is part of that. But before, when you value your estate, you'd say, okay, well, what is the value of my business? So there's also a group of people and advisors that we work with, whether it's your estates and trust lawyer, the accountant, the financial planner, again, the owner and their insurance, they're all tied together for really kind of a holistic approach of exit planning, succession planning and estate planning. And they are tied together. So again, they all have to be working in conjunction and the business owner has to be realistic about all of them, but thoughtful. David Spray Yeah. So I'm starting to get it that really, you could kind of say it falls under the umbrella of being financially successful in one's life. In a way, the price of that is the more financially successful one is, the more planning that's required to ensure the maximum capture of value that they've created both on the estate tax side and on the business side. And I guess the difference is somebody who's just a corporate executive, their state plan is really the heart of their issue. They don't really need the exit plan, the succession plan, because they're an employee. Okay, that makes sense. So let's talk a bit about the planning process itself. Let's get into some of the nuts and bolts, if we could, because it sounds like it's really a holistic approach. What are the different components of that planning, Matt, that comes into that? I mean, we've talked about the estate planning, the exit planning, the succession planning. Are those really the three legs of the stool or are there additional planning components beyond that that are subsets of that? Matt Clark Those are our key components. I'm going to throw this one over to Mike. I know this is his area on the tax planning and that is his specialty. Mike Silverman Yeah, I would say, David, that it's a very holistic effort that we go through a lot of steps. The initial step in the planning process is we want to hear from the business owner what his or her goals are. And those are personal goals, business goals and financial goals. Once we've identified that, then we can structure our planning around those goals to ensure that we achieve those goals through the succession plan and the exit plan. So our first step once we've identified those goals is as Matt alluded to earlier, we go through a due diligence process with the business. We want to make sure the business is airtight and squeaky clean. So we literally go through with the business owner. The due diligence checklist we use when we represent a company and buying another business, because we want to go through all facets of your business, not just legal issues, but every other issue. Insurance, benefit plans, et cetera. Just everything that you would go through if your business was being acquired. We want you to look at your business from the outside in and think about what areas of your business need protection, what the value drivers are in your business that make your business unique and give you barriers to competition. What things we need to protect through an employment agreement, for example, that has non compete, non solicitation and confidentiality to getting a trademark on your name and logo, et cetera. We want to make sure we've identified any issues that need to be cleaned up and get you to the point where your business is airtight and squeaky clean. So a buyer would have the shortest due diligence exercise with your business ever. Once we've gone through that, then we move on to financial planning because we want to accomplish your financial goals. So we want to get a back of the envelope number, first of all from your financial planner as to the liquid net worth that you need to have to retire under the circumstances and terms you want to retire. And so that gives us a reference point. So the second reference point, in light of the fact that a high percentage of your net worth is the value of your business, is we have your accountant do a back of the envelope net proceeds analysis of what you would get if you sold your business today after fees to professionals and investment bankers and after taxes, et cetera. And so once we know what you could net, what you could realize if you sold your business today, we compare that number to the liquid net worth number your financial planner has given us. There's usually a huge delta between those two numbers and it puts in the bright lights for the client how much they need to increase the value of their company. So that's the first element of planning, really. The second element of planning is really growth planning. We need to work in concert with your professional advisors to develop a growth plan where we can increase the revenues, the profits and the cash flow and the value of your business so that over time we can eliminate that delta that exists between that net proceeds number that you could get today and the liquid net worth number you need. After we've completed the growth planning. We also put in place a contingency plan because what could interrupt the time frame for completing your growth plan is if there's an intervening event, death or disability. So we typically go about securing an appropriate amount of life insurance and sometimes disability insurance to ensure that we've insured against that contingency. After we've gone through those planning exercises, we're ready to now design the structure of your exit plan. And typically in connection with designing that structure, we're going to go through a lot of different structures with you, but we're going to also make sure what Matt alluded to earlier, we don't have barriers. Things are going to be in the way to your achieving 100 cents on the dollar right off the bat on the sale of your business. And the biggest one is typically if a high percentage of your customers are coming of your revenue is coming from one customer or your business is dependent on the owner because the owner is responsible for 70% of the revenue with the client relationships. If there's a dependency, if there's a concentration issue, we want to eliminate that. And so the structure we're designing will work seamlessly. And so we go through the different structures for the exit plan and we figure out what's the most tax efficient structure from both an income tax standpoint and then a state and gift tax standpoint. And also simultaneously is achieving all the goals that you have set out for us. And then lastly, we're creating a succession plan. What we talked about earlier for. David Spray So thank you for that. But one thing I was thinking about is this concept. You've got the advisors, right, the estate planning attorney, the CPA, the wealth advisor, that who should be the quarterback on that. And I know a lot of wealth advisors end up taking that role because they find that they seem to have more frequent contact with the client. So they end up kind of taking that quarterback and proactive role. But as I listen to you, I wonder if you all should actually be in that quarterback role. And here's why I say that. Because if 80% of the client's net worth is in the business, then that's really what's driving everything, right? That's the biggest asset in the estate plan. That's the biggest asset from the financial planning. So I'm guessing that you don't just do this exit and succession planning, kind of wash your hands of it, give it to them and say, hey, if something changes, call me. Or if you're ready to sell your business, give me a call. Are you all more involved on an ongoing basis than what I might first have imagined? Matt, what are your thoughts there? I asked several questions at once. Matt Clark There no I think let me step back. I was going to say after Mike talked about the planning process and the Holistic approach, I think the answer is mean. These are clients that we work with on a regular basis and so we understand their needs and issues and risks. There is a regular check in. The only way these plans are successful is if you're checking in against them to make sure that the client is moving forward correctly or that you have to reevaluate if something comes up. That's all part of it. Maybe their goals have changed, their needs have changed. There has to be a discussion on that. We work and I wouldn't say while we take the lead on that, on the planning, we are working with each of these areas, whether it's these experts, whether it's the accountant, the financial planner, insurance. We want to have a collegial relationship where it's viewed as truly a team that we're all there on behalf of the owner to make sure that their plans and their needs are met. And so you're right. I think if 80% of the value of the company or excuse me, the owner's assets are driven by the company, and we're working with that company day in and day out, whether it's on their commercial agreements, their benefit plans, just general advice and guidance. We're there for our clients. We will help them dealing with their financial planner, the accountant insurance. It's across the board. But we're mindful that it does take a team approach so that the clients needs are met. Mike Silverman Okay, David, I would augment that by saying that one thing that falls through the cracks is that a typical business owner has excellent advisors, but excellent advisors. And getting a really well conceived exit plan and succession plan done are two different things, in my experience at least. I think that the advisors, number one, are not proactive with getting the exit and succession planning done. And secondarily, they don't coordinate with each other on this topic. And then lastly, they don't necessarily have the experience. I mean, you need to have done many dozens, if not over 100 exit plans so that you're really well versed in all the particulars of a client's fact situation and you can design the exactly right exit plan. So having a great team of advisors and getting a great exit plan done are two different concepts. So I think it's good to have as your quarterback somebody who's done a lot of exit plans and succession plans in their career. David Spray Now that makes sense. And I wasn't thinking about the ongoing commercial aspects of the business that they can reach out to you on contracts and other stuff. So help me understand what would be, from your perspective, a textbook client engagement where you all can really add maximum value. Let's say we have a business that's got a $20 million enterprise value, single shareholder gentleman in his 40s. What would kind of the ideal situation look like? Are you proactively meeting annually, quarterly? And then what other aspects of the commercial legal situation are you guys set up to handle? I'm guessing all the transactional contract type stuff that you all can be a resource, is that correct? Mike Silverman Yeah, I'd like Matt to weigh in on it as well. But from my vantage point, once we've designed the exit plan and the succession plan, it takes a long time to implement it. The growth plan takes quite a long time to implement. So we're in contact on a monthly basis, sometimes more frequently than that because we want to stay on the client because these things can drift if you're not in contact with the client, things don't get done necessarily. So we can build the engine, but then we got to fuel it. And so we're in contact with them on the implementation until it's done, and then we're working with them on all the things I talked about before with the due diligence effort, we want to make sure that you're building on once we've done that. So we want to keep you airtight and squeaky clean and help you. To grow. David Spray And Matt, what else might you add to that? Matt Clark Yeah, I think we become part of the generally, these clients, they don't have in house counsel, and so we become their general counsel for their business. We're there for daily advice and guidance, whatever they need. And it's really all aspects of their business we're able to assist them with and try to give them advice and guidance. Understand now that we have a clear understanding of kind of their vision, their plan, where they want to be, our goal is really to help them to get there in every aspect, whether that's, again, even on the hiring of employees, if they want our advice. I know that Mike and I have sat in on interviews when they're interviewing key employees for their business because that's part of our role, if that owner wants us to be involved in that. So we really become part of the management team and we're tied at the hip with the owner. Our goals are aligned with theirs. David Spray Yeah. And you're helping me kind of better understand this because of the due diligence you're doing on the front end, you have a better understanding of their business than if they just say, hey, I need to have a contract drafted, and they ask their golfing buddy, who should I call? They call up the attorney. Like, I need a contract. An attorney. In that isolated basis, it would be much more difficult for them to provide contextual advice right. Without understanding the whole situation. Yeah. Matt Clark You don't know if that client is going to be the key client or if it's just kind of a one off or what their risk tolerance is, where they are in the process. Kind of the lifespan of the company. Are they looking to have an exit in two years, five years, ten years? It's just kind of in the abstract. And so, again, we're happy we work with clients in that way, but what we really enjoy is helping them plan for their future success of the company and then helping them drive that success. David Spray Yeah, that makes sense. And it sounds like you guys frequently work as a team serving your clients. Could you help me understand the roles you all play in that teamwork? And I guess the other benefit is there's a lot of overlap too. Right. So from the client's perspective, they're also reducing their key attorney risk right. By having two of you that know their situation. So, Matt, when a client asks you, hey, why do I need two of you? Isn't it cheaper for me just to have one of you? How do you answer that question as far as how you guys work together and the expertise you bring? Matt Clark Well, first off, I'd say we complement each other. My practice is a corporate general practice and an M and a practice. I did work eleven years in house at a variety of companies, and I've worked with early stage companies all the way up to publicly traded companies. And so I think I have a really good vision of what it looks like for a company to grow the day in, day out needs of a company. I can be the client's in house counsel, but I'm their outside advisor as so, you know, the one thing I'd say is the client is never going to pay for Mike and I at the same time. We have this arrangement where we're both on a call with the client. One of us is not going to bill. They just don't experience that we understand the needs of the client and what I really call value based billing, they understand and have to feel like they're getting value for what we provide. And we think we really do provide value to our clients both short term and really with the planning long term. And that's our goal. We want clients that are going to be, that will be their counsel, not just for the review of one contract, but to help them grow their business and really look back and say, that was really great working with you. Let me give you the name of I'm going to tell one of my friends, my colleagues, somebody I know, they should work with Mike Silverman or Matt Clark. And so that's ultimately and with denton's. David Spray And so that's what we look, you know, I thought I've got a pretty good understanding know, the roles that all the advisors play, but you guys kind of just keep throwing me for a loop here, because when I think of an M A advisor, I think of a very transactionally focused advisor, where a substantial portion of the lifetime value of that client comes from that single transaction. And thus, by necessity, it seems like they need to really maximize the value of that client. But what I hear you guys saying is you take a different approach. You take a long term approach to the relationship, and because you're taking that long term approach, you don't have to bill for both of your time every time you're on a call. And so in the long run, if you think about it from like an hourly cost, the client's actually paying less in the long run because so it's like a two way street, right? If the client says, hey, I want you guys to be part of my long term team, in exchange for that kind of long term commitment, you're able to be able to take a long term perspective and not be hyper focused on how much revenue that client delivered this month. Does that sound right, Mike? Yeah. Mike Silverman Another example of that, too, is most clients think that a sale to a third party buyer, a strategic buyer, whatever, is nirvana. That's the best possible exit structure for them. And it's a great exit structure for a law firm and an accounting firm and an investment banker because it generates enormous fees for all of those professionals. I can tell you that only a small percentage of the exit plans that Matt and I do involve a third party buyer. Most of them are a different structure where the revenue that is paid to the professional advisors is a fraction of what they'd paid if they did a third party sale. So we do what's best for the client, and there's a parade of horribles that the client isn't aware of until you delineate it for them associated with a third party sale. And we can get you typically 100 cents on the dollar with a different structure, whereas with a third party sale, there's a lot of different results that might be obtained. David Spray Yeah, and I want to talk a bit more about that because when I heard you on Lori's podcast a year and a half ago, that really intrigued me. But back to the question as far as what roles you and Matt serve when working together as a team. So it sounds like like it sounds like he has more buy side experience from large Acquisitive companies. Is that accurate? And you've got more of a focus on the tax consequences or help me understand the delineation. Mike Silverman Matt is very strong as a corporate lawyer, and he's got a significant buy side and sell side practice on the M A front. I have no M A component to my practice. My practice is strictly general corporate tax and exit succession planning. And so but we complement each other, as Matt mentioned earlier. David Spray I see. No, thank you for that clarification. Now that makes even more sense to me. So what I would like to do is I'd like to kind of shift gears and talk about the whole concept of internal sales ESOPs. And again, from your interview with Lori, it just really resonated with me that of all of the benefits of an internal sale and quite frankly, I really rarely hear M A attorneys talking about. So just talk to me a bit more about why do you never hear about internal sales? It's like the thing you always hear is there's a financial buyer or there's a strategic buyer. You always want the strategic because they'll pay a premium. And that's kind of the end of the story. And due diligence is going to be horrible, and the buyer will retrade at the last minute and a lot of a significant portion of the deals never close after months of painful due diligence. But there's a third way. So why don't you talk to us, Mike, about some of the benefits of, I guess what I'd call the third way. Mike Silverman Okay, well, as a preface to describing the indirect acquisition or internal transaction, I think that the reason you hear about it so little is that M A lawyers, corporate lawyers, they're driven. I mean, it's almost automatic pilot for them to drive you to a third party sale because that's what they know that's where their experience lies. Their experience lies with working with an investment banker and getting the highest amount and as many cents on the dollar closing as they can and so forth. And unless you're a pretty experienced exit planner, you're not going to be at all familiar with an internal transaction. And so what I say to every client to dissuade them, to get them to look at an internal transaction is I said, here's the pros and cons of a sale to a third party buyer. If you sell to a third party buyer, the big pro to me is an investment banker is going to find you a strategic buyer that's going to pay you more than the fair market value of your business. So that's a big pro. The cons that I have with a third party sale and as I referred to them before, it's kind of the parade of horribles is number one, you're going to pay large professional fees to a law firm, an accounting firm, and a very big fee to an investment banker. I mean, you're talking high six figures, maybe seven figures in fees for those items. Number two, you're going to have a purchase agreement that has 25 representations and warranties about your business that you have liability for. And you're going to hit in that agreement an indemnification section that makes you liable for up to 100% of the purchase price. So when you close on the sale of your business, you're not sleeping all that well at night with those two factors at work. David Spray And the third one that bothers me a lot is you typically don't get 100 cents on the dollar. There's typically a promissory note or there's contingent purchase price, which we call an earn out that's dependent on the business achieving certain milestones down the road, and someone else is running your business relative to those milestones now. So I don't like any of those dynamics. I want to come up with a structure. I like to implement a structure that eliminates all those things, the fees, the earn out payments, the deferred purchase price, et cetera. So the structure that I use that I refer to as an indirect acquisition is a lot of my business owners are very loyal to their key employees. David Spray And what they tell me is, in a perfect world, I'd like to transition this business to the management team, to the key employees who have gotten me to where I am right now. And I want to incent them to facilitate my exit from this company. They don't have the wherewithal to take out a loan, guarantee a loan. They don't have the cash in their pockets to buy me out. So how can we do this? What my structure is, it's three simple steps. David Spray I have the business owner exchange his or her shares of stock in the company, which I call a recapitalization for shares, for a small number of voting shares and a large number of non voting shares. So after that step, the shareholder or the business owner might have three voting shares and 997 non voting shares. Step one. Step two is we identify in the succession plan who are the key employees of the business who drive it right now and who we want to incent to drive it in the future, drive the value and the cash flow in the future. David Spray And we're going to grant to them a small percentage of the non voting stock in the company, maybe 3-4-5 something like that. And we're going to tie to that a very long vesting schedule so that they won't vest in it for maybe a ten year period. And I tend to use a cliff vesting schedule. So unless and until you've given us ten years of sweat equity, you don't vest in this stock we've granted to you, you own it, but it's subject to forfeiture if you leave in the next ten years. David Spray Let me just be clear. So a cliff is opposed to like a pro rada where exactly? If it's a ten year schedule, say they earn 10% because of the cliff, that gives the employer more ultimate power, I guess, over that. Yeah. David Spray The two problems I have with the prorata vesting are number one, the key employee could walk out the door after four years and they're 40% vested and that doesn't sync up with the exit schedule for the owner. So that's not helpful to me. I want the timeline for that vesting schedule to sync up so the owner can be fully bought out by the time you're vested. So you're either all in with your sweat equity or you're not. And this is also a tremendous incentive tool with the key employees because the third step is we enter into a shareholder agreement between the business owner and the key employees who got that 3% of the stock. And that agreement says that the business owner has a right, a put right, meaning he or she has the right to require the company to buy a certain percentage of his shares over time. And so as those shares are purchased by the company through the cash flow that these key employees are generating, little by little, the owner's percentage is going down and the key employees are rising from three and 5% to 20% and ultimately to 100%. So the structure, if you think about it, creates a win win environment. It's a huge win for the business owner because that owner stays in control of the company with the voting shares till the bitter end, until all of his or her non voting shares have been purchased by the company. Number two, they don't have any of the cost downside risks associated with a third party sale. They're going to get 100 cents on the dollar and oftentimes the fair market. We have the purchase price equal to a floor value or the then current fair market value. So they may get in excess of 100 cents on the dollar. And the owner also gets to achieve his or her goal of transitioning the business to his management, his or her management team. On the flip side, it's a win for the key employees because they're not paying for the business. The cash flow of the business is buying out the business owner and they gradually, just by contributing their sweat equity, are going from 5% to owning the business in total over time. So the structure creates a huge win for both sides and we eliminate all the prey to horribles I talked about with a third party sale. David Spray Yeah. And this is usually what you're describing. Is it usually using an ESOP structure? David Spray Sometimes it's an ESOP, sometimes not. I'm a big fan of ESOPs, ESOPs as a tax lawyer, it's the last safe haven I have in the Internal Revenue Code, frankly. And so an ESOP I use in my exit planning quite a bit. My 1st 25 years of practice, I did very few ESOPs the last few years of my practice. I mean, we're working on three ESOPs right now. The acronym just stands for Employee Stock Ownership Plan. And that's a qualified retirement plan. And so we can set up a qualified retirement plan to buy some or all of the shares in a company from the business owner. And there's enormous benefits to doing that. The typical business owner owns a flow through entity for tax purposes, an S corporation or an LLC tax as a partnership. And so if we have an ESOP buying an ownership interest in a flow through entity, let's just say that the ESOP buys 50% of the stock in an S corporation from a business owner. Now, all of a sudden, 50% of the income of that entity is tax exempt. We don't have to pay taxes on. David Spray It anymore because the ESOP owns that 50%. David Spray Yeah, and the ESOP is a tax exempt qualified plan. And so the ESOP gives us a lot of benefits in the exit planning sphere because number one, the cash flow of the business is going to go up significantly because tax dollars are no longer being paid ever again to the state or federal governments. Number two, the owners of the beneficiaries of that ESOP are the employees of the company. So now, all of a sudden, you've created an incredible incentive compensation tool to retain your current employees and incent them to grow the value of the business as well as a recruitment tool, because you can tell every new employee that comes aboard. You're going to be a beneficiary of this ESOP, and you're going to be an indirect owner of the company. That's why Anderson Window Company, for example, says they're employee owned, they're owned by an ESOP. And so their employees are very proud and very happy to be owners of Anderson Window Company, which is a big valuable company that obviously was owned by a business owner one day, and it got sold to an ESOP. So ESOPs are a big part of our practice as well. David Spray Isn't there another benefit to an ESOP that's like, similar to a 1031 exchange? David Spray Yeah, there's another code, section 1042, that says if you sell stock in a C corporation to an ESOP, then you can take the proceeds and redeploy them in the stock market, and you don't have to pay tax on those proceeds. You can defer your gain recognition as long as you hold those publicly traded securities in which you've invested the sale proceeds. Once you ultimately sell those publicly traded securities, then you pay your gains, but you could hold those securities for a long time. You could hold them till death and get a basis, step up in them and never pay tax. So 1042 gives you an advantage. If you're a C corporation, you sell stock to an ESOP. David Spray So, ma'am, this has been so much fun, and I still have a bunch of questions. We may have to just have a round two, but I always love some success stories. And so help me understand kind of what kind of an ideal client looks like for you all. I'm guessing a half million dollar revenue solopreneur is probably not the right fit. Or maybe the other way to look at it is maybe each of you give an anonymous client sort of success story. And maybe through that we can kind of illustrate what the kind of typical clients like. Matt, why don't you go first? When people say, hey, what's the perfect company for you guys? What are the attributes that you think you can really add a lot of value to a company? Matt Clark So I have a client that I helped form the client and again, very early stage in a somewhat niche market and set up the company. Asked him what his kind of went through the exit and succession planning to make sure that as he grew his business and he literally started with four employees and within five years had 30 employees was in a really attractive market. But part of his goal was he wanted to truly exit the business and didn't want to be in it any longer. And he was looking to just truly maximize his value, understanding he might be willing to stay on for six months at the most. And so we went through, we helped him set up his benefit plans. We made sure that his IP was protected. It's really important, both trademark and here. He had some patents he was selling us and internationally. We made sure that he was complying on his export compliance. We made sure since he was selling both at his location in Pennsylvania, but he was also selling outside of Pennsylvania, that his tax regiment, that he wasn't going to be hit with sales and use tax and failure to pay that in all of the jurisdictions in which he was supposed to. And so we look at clients and say, we're going to help you grow your business from two or three employees to an exit that is upper seven figures. I mean, it was a great within a short time period. And then this is somebody who is, to be candid, young enough that once his non compete runs out, he will be back to us. We've set up his estate planning and so he's coming back to us already and saying, what if I want to invest in real estate? What if I want to invest? And so we're coordinating with his financial planner, with his accountant, with his insurance, and we continue to do that post exit. And so it's really a case of the plan worked and then are we continuing to help him plan moving forward, as he says? Although I left that business, we found that entrepreneurs are entrepreneurs and founders are founders and they might take some time off, but they're going to come back. And so, again, that's the long term where Mike and I work with these clients. And it's not just I'll call it transactional one transaction. It's really looking at kind of the long term and working. He has a family. We've set up the family trust for him. And so it's a relationship that I expect that will last for ten to 20 years. David Spray That's great. I love examples. Mike, do you have an example, a client success story example, that you could just tell us a bit about the company? Mike Silverman Yeah, I can give you, actually two very different ones that I can describe very quickly. Actually. One was an exit plan where I used that very internal transaction that I just spoke about. This was way back in 2007, where basically we put in place the structure I described and the husband and wife who owned the business, they cashed out way back in 2007, maybe at $6 million, by gradually having the company buy their shares. So the management team succeeded back then to the ownership of the company. And fast forward to today. The management team is going to sell the business for, I think, about 23 million. So the business has gone way up in value. That management team didn't pay a nickel. They just contributed their sweat equity all along and stuck with the plan. So it was a good exit for the husband and wife. They were very happy with getting 100 cents on the dollar way back when. And the management team is thrilled to be selling the business today. David Spray For four times what they paid for it. Mike Silverman Basically, yeah, four times. So they grew. I mean, the number of employees and the revenue and everything just skyrocketed. So that's part of the explanation for the soaring in value. A very different transaction was I got referred to a seller who owned a C corporation, and I represented him in selling his stock. This is back in 2014 to an ESOP, and ESOP was buying all the stock in the company. And I didn't represent the company or the ESOP, so I represented the seller. And the purchase price was not that large. It was only $4 million, I think. And the company took on debt of, I think, 3 million and used cash on the balance sheet to fund the other million. After the transaction was completed, the company came to me and said they'd like me to be their counsel. And so I immediately told them, we got to convert you from a C Corp. To an S Corporation. So you're a flow through entity, and all your income will flow into a tax exempt vehicle. That factor alone has caused the company to I mean, the company is still in place. It's owned by an ESOP, and all the employees are beneficiaries of that ESOP, and the employee ranks have grown quite a bit since 14. But the value of that company today, because the ESOP has to go through an annual valuation, it's like $21 million. So the company has grown fivefold since 2014, and the biggest factor in that is 40% of their cash flow is being retained. It's not going to the tax authorities anymore. So that, to me, is a real success story just by making an S election in that structure. David Spray Wow, this has been such a content rich show. Like I said, I may want to have you guys come back in a few months and go into some other things. But with that we're approaching an hour. Why don't I just let you guys kind of each give any parting advice you may have for business owners as it relates to exit and succession planning? And Matt, why don't we let you go first? And Mike, why don't we let you take us down the home stretch? Matt Clark I think exit and succession planning is I think there's a saying, the best time to plant a tree was 20 years ago. The second best time is today. And I think exit and succession planning is the same way. The best time was when you first started the business, but the next best time is today. And so to the extent you haven't started, now is the time. It's never going to get easier if you look forward and say, well, give me six months. Give me twelve months. And Mike and I have heard that, and we really encourage our clients today is that six months. You don't know what the future holds, but why don't we put some contingency planning around it and help you build the value of your business and be that kind of crutch for you that you can count on and rely on to execute on that? So we're here for our clients, and ultimately, we're here to make sure that they meet their goals. And the best time to do that is today. David Spray And how do they start that process? Just give you a call or send you an email. Matt Clark Yeah, it's just reaching out. And then we set up a series of meetings and kind of walk through. It's a time consuming the first item is the diligence. Well, I think, Michael, the first thing is understanding what their needs are, their goals are, and then understanding about the business, if it's an existing business going through and doing diligence on it to make sure that we understand where the issues are and then have a very candid conversation of what they think the issues and risks are to their business. Most business owners know. I mean, they really do understand what the weaknesses are and what they need to do. It's hard sometimes to kind of open up on that. David Spray How does that work in terms of the cost? Do you guys do a preliminary phone call at no cost just to kind of get to know one another? Matt Clark How do you all absolutely in the beginning for those the initial meeting and call, and there's no expense for that. We don't charge for that. Again, we look at things long term. It's a marathon, it's not a sprint. And so we're not looking to make our fees on those calls. The ultimate is we want to build a long term relationship with the business owner and the company and really build that relationship for 510, 20 years. Whether they sell that business and they look to enter into a new business or their future endeavors, we want to be there with them. David Spray Okay, now that sounds good. Mike, what's your parting advice? Mike Silverman Well, at the risk of bombarding you with trite expressions, I'm a big fan of the expression yesterday is history, tomorrow is a mystery, and today is a gift. And that's why it's called the present. So there's no time like the present for getting your exit and succession plan done. It's imperative because you don't know what the future holds. And the thing that I noticed about all the exit and succession plans that we do is the business owner starts out by saying, this is something I have to do, just like an estate plan. But as they do it, they really enjoy it. They learn a lot about their business. They're looking at their business from the outside in and they get enthralled and engrossed with it, and they enjoy the process. And when we get the process completed, they have a sense of comfort and they have a sense of accomplishment. So it's something that initially you say, it's something I got to do, but it's actually not a burden. It's something that you should embrace and then enjoy. It's an opportunity, it's not a burden. David Spray That's a really good point. Yeah, because you said it well, I don't really have anything more to add. Well, guys, this has really been fun. And this is only the second time I've had two guests at the same time. And the last time. Was a law firm as well. It was two attorneys who had substantial IC disc experience, so well, again, I really appreciate your time. I'll have your contact info in the show notes if anyone wants to reach out to you and any parting words from you guys before we wrap up. David Spray What was that, Matt? Matt Clark Thanks, David, for having us. David Spray Oh, sure. It was my pleasure. There's a lot of great stuff here, so let's go ahead and wrap it up. I'm not sure why my recording is not stopped. Let me just. Special Guests: Matthew Clark and Mike Silverman.

26 June, 2023 - In every aspect of life, it is invaluable to know and understand the causes of things. Antitrust and competition law and policy is no exception to this rule.  In his recent book, "Monopoly in America", a follow on project of his previous one, "Antitrust and Competition Laws", our guest today, Prof. Barry Hawk, sheds invaluable light to the better understanding of current law and policy, as well as the institutions of competition law in the US.  Studying the history of the evolution of competition law and policy helps to understand the present, as well as to imagine and build the future. Revisiting the historical origins of many of the institutions and legal figures of competition law, help to better understand the reason for things, their foundation and, on many occasions, what should be their specific application in a specific case. "Monopoly in America" largely fulfills this objective. American history did not begin in 1890 and American attitudes toward monopoly did not begin with the Sherman Act. Colonial Americans did not need instruction from Louis Brandeis to oppose monopolies. Americans have always hated monopoly―both public and private. At the same time, Americans have accepted government grants to incentivize production and innovation. And private monopolies resulting exclusively from skill, foresight and industry have been viewed as welcome entrepreneurial success.  "Monopoly in America" offers a tour of the American experience with the notion of monopoly, including Prof. Hawk's three kinds of monopoly from a historical perspective that he divides in four eras. While doing so, he examines the American antimonopoly tradition from its inception in the early 1600s to the present debate about the effectiveness of antitrust laws to deal with today's monopolies.  Barry Hawk is a leading expert in antitrust law; former partner at Skadden, Arps, Slate, Meagher & Flom. Former Director of the Fordham Competition Law Institute, 1974-2015. Former Professor of U.S. and international antitrust law at Fordham Law School, Michigan Law School, Monash University Law School (Melbourne), New York University Law School and University of Paris V. Author of many books and articles on antitrust and competition law and policy, including the annual volumes of the Fordham Competition Law Institute. Barry is also a member of IDC's International Advisory Board. If you wish to enjoy the conversation we had on 17th June, 2020, with Prof. Eleanor Fox and Ian Forrester KC on Prof. Barry Hawk's previous book Antitrust and Competition Laws, please click here.

Bridget Mary McCormack In today's episode, we embark on an enlightening conversation with Bridget Mary McCormack, exploring the transformative potential of technology in the courtroom, its impact on underserved communities, and the lessons attorneys can learn to better serve their clients. Bridget Mary McCormack led the court in embracing technology and its transformative potential during her tenure as Chief Justice of the Michigan Supreme Court. Get ready for a thought-provoking episode filled with insights and inspiration. Bridget is now the President and CEO of the American Arbitration Association International Centre for Dispute Resolution. With a remarkable career in the legal field, Bridget has been at the forefront of championing innovation and technology to improve access to justice.  As a New York University Law School graduate, she began her legal career in New York City before joining the faculty at Yale Law School and later the University of Michigan Law School. Her dedication to the legal profession is evident through her various appointments and roles, including serving on The American Law Institute, the National Commission on Forensic Science, and the Michigan Judicial Council. Moreover, Bridget's work extends beyond the courtroom, as she actively contributes to legal education and publication efforts. As an Editor of the American Bar Association's prestigious Litigation Journal, she continues to shape and influence the legal landscape. Join Bridget and me as we discuss the following three questions and more! What are the three biggest takeaways the courts have learned from technology during COVID? What are three ways technology has helped the underserved?Bonus Question! What are three things that lawyers can learn about serving underserved population segments in addition to their existing clientele? What are the three most common mistakes attorneys and the public make with using technology in the courtroom?  In our conversation, we cover: [00:54] Tech Setup on the Go: A Window into Bridget's Digital Arsenal [12:40] Revolutionizing the Courts: Unveiling the Transformative Power of Technology [16:19] The Unforeseen Benefits: Witness Comfort and Safety in Virtual Hearings [20:12] Transforming Access to Justice: Empowering the Underserved through Technology [21:42] Empowering Change: Equipping Attorneys to Serve the Underserved [22:36] Democratizing Legal Solutions: Embracing DIY Platforms in Access to Justice Solutions [23:19] Unleashing the Potential: Three Tools for a Transformed Legal Landscape [27:27] Navigating the Technological Terrain: Common Mistakes in the Courtroom Resources: Connect with Bridget: LinkedIn: linkedin.com/in/bridget-mary-mccormack-26700b30/ Email: mccormackb@adr.org  Hardware mentioned in the conversation: Lenovo ThinkPad: lenovo.com/lk/en/laptops/thinkpad/c/THINKPAD Logitech 4K webcam: logitech.com/en-us/products/webcams/brio-4k-hdr-webcam.html Blue Yeti microphone: logitechg.com/en-us/products/streaming-gear/yeti-premium-usb-microphone Shure MV7 microphone: shure.com/en-US/products/microphones/mv7?variant=MV7-K Bose Aviation Headsets: bose.com/en_us/products/headphones/aviation_headsets.html Software and Apps mentioned in the conversation: Overcast: overcast.fm/ Hello Divorce: hellodivorce.com/ * To “MacGyver something” according to ChatGTP 4: a common slang term, derived from the title character of a popular American TV series called "MacGyver," which originally aired in the 1980s and was later rebooted. In the show, Angus MacGyver, portrayed by Richard Dean Anderson, was a resourceful and clever secret agent known for his ability to solve complex problems and escape dangerous situations using unconventional and makeshift solutions. He would often utilize everyday objects and his scientific knowledge to create devices or tools on the spot, allowing him to overcome obstacles in creative ways. Therefore, when someone says they're going to "MacGyver" something, it means they are going to find a clever and inventive way to solve a problem using whatever materials or resources are available to them. It's a term that highlights ingenuity and resourcefulness in finding practical solutions to challenges.

Welcome to What Matters Now, a weekly podcast exploration into one key issue shaping Israel and the Jewish world — right now. On Sunday, Prime Minister Benjamin Netanyahu opened his cabinet meeting with an announcement that his government will draft a decision to establish a new ministerial committee -- that he will head. In his remarks, Netanyahu stated, “The fight against the cost of living tops our government's list of national priorities. We will take determined and strong action to lower prices in all areas." Our What Matters Now guest this week points out that this new Netanyahu-led committee is perhaps the fifth such task force the government has established to study the cost of living since 2011. But lawyer and "people's lobbyist" Rachel Gur is ready to take up the fight to lower Israel's outlandishly inflated prices. Gur moved to Israel from the United States at age 17 and served in the IDF Spokesperson's Unit. After demobbing, she earned an L.L.B. and B.A. in political science from the Interdisciplinary Center Herzliya and an L.L.M in Legal Theory from New York University Law School. (She also married The Times of Israel's senior analyst Haviv Rettig Gur.) Like any reputable lobbyist, she knows how to walk the halls of power: From 2011 until a few years ago, Gur served in senior positions in the Israeli government. Today the Director of Public Policy for Lobby 99, Gur is an expert in the fields of Israeli legislation, regulation, and public policy. But what makes Lobby 99 different from other pressure groups is that we, the people, set the agenda. This week, as the cost of living is again on the cabinet's agenda, we ask Rachel Gur, what matters now. What Matters Now podcasts are available for download on iTunes, TuneIn, Pocket Casts, Stitcher, PlayerFM or wherever you get your podcasts. IMAGE: Rachel Gur, Director of Public Policy for Lobby 99. (courtesy)See omnystudio.com/listener for privacy information.

DOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/ind...This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement

On this week's episode of The Rural Woman Podcast™, you'll meet Dr. Tammy Gray-Steele.Dr. Tammy Gray-Steele is the first American agricultural specialist, agripreneur, educator, and women and children advocate. Born and raised on a farm, she received her secondary education in the rustic and rural community of Wewoka, Oklahoma. Upon graduating high school, Dr. Steele left Oklahoma to pursue a dual educational and business career in New York City. Armed with the legal degree she obtained from New York University Law School and the requisite legal business experience she acquired on Manhattan's Wall Street, she returned home to her family farm and started to give back to the Oklahoma rural communities, all while in the process of working full-time in the Oklahoma Corporate legal arena, and devoting time to study for a Master's Degree in Business Administration (MBA), Horticulture and Childcare Development Certifications.For full show notes, including links mentioned in the show, head over to wildrosefarmer.com/162. . .This week's episode is brought to you byAGvisorPRO . . .Links to this week's discussions:[13:35] Reactions in the rural community when the NWIAA was founded [27:10] What's needed for the next-generation farming people [31:10] Barriers that women in agriculture face on a day-to-day level in their operations[35:20] Success that Dr. Tammy has seen with women in agriculture over the years[44:55] Supporting and signing the petition. . .Let's get SocialFollow The Rural Woman Podcast on Social MediaInstagram | FacebookSign up to get email updatesJoin our private Facebook group, The Rural Woman Podcast Community Connect with Katelyn on Instagram | Facebook | Twitter | Pinterest. . .Support the ShowPatreon | Merch | PayPal | Become a Show SponsorShop our Show SponsorsLeave a Review on Apple Podcasts | Take the Listener SurveyScreenshot this episode and share it on your socials!Tag @TheRuralWomanPodcast + #TheRuralWomanPodcast. ....

What does economic justice look like in ezer communities? How is it described in the bible? Erika Dayle Siu describes it with one word, koinonia. Koinonia is identifying neighbors as those in need of your help. It is contributing, participating, and sacrificing oneself for another in tangible ways such as sharing resources, time, and energy. It is about expanding our social circles to people of different religions or traditions, caring for animals and nature. In what ways is our world designed according to the principle of koinonia? In what ways is it designed to exclude and foster inequality? How can we be different and live within this world in the spirit of koinonia? Erika Siu is the Deputy Director of the Think Tanks project at the Institute for Health Research and Policy at the University of Illinois at Chicago. She most recently served as Secretariat Director of the Independent Commission for the Reform of International Corporate Taxation. She has an interest in fiscal policy and sustainable development. Erika is a graduate of Florida State University (BS, JD), Yale University (MDiv), and New York University Law School's Graduate Tax Program (LLM). Erika lives with her husband Simon and two children in Chicago, Illinois and loves a good swim in Lake Michigan. --- Support this podcast: https://anchor.fm/womenofwonder/support

How can we make resources equally distributed and fair for minority women and children? In this episode, we're joined by Dr. Tammy Gray-Steele, Founder of the National Women in Agriculture Association and a fourth-generation black woman farmer. For over 13 years, Dr. Tammy Gray-Steele has been seeking to have legislation passed that will re-distribute the balance of power and funding to achieve substantive change in the agricultural sector.  NWIAA's mission is to engage minority youth and female farmers to reach their fullest potential, while advancing in the field of agriculture - providing life skills, career opportunities, and the mentorship needed to become prosperous citizens.  Listen in to today's episode to hear all about what Tammy does and how she's bringing equality to this age-old profession. You'll hear: What led Tammy to agriculture 1:15 Tammy's work on the USDA advisory council 7:12 Challenges women face in agriculture 8:25 Minority Women Farmers Equality Inclusion Act 20:00 The most rewarding part of the job, according to Tammy 23:39 What people can do to get involved 33:28 What the Soil Sisters project is 35:01  About the Guest: Dr. Tammy Gray-Steele is the Founder/CEO of National Women In Agriculture Association, the largest non-profit Women In Agriculture Organization in the World. Dr. Tammy Gray-Steele AGRICULTURIST. ENTREPRENEUR. STRATEGIC BUSINESS DEVELOPER. EDUCATOR. CIVIL RIGHTS WOMEN & CHILDREN ADVOCATE. Dr. Tammy Gray-Steele is the first American agricultural specialist, agripreneur, educator, and women and children advocate. Born and raised on a farm, she received her secondary education in the rustic and rural community of Wewoka, Oklahoma. Upon graduating high school, Dr. Steele left Oklahoma to pursue a dual educational and business career in New York City. Armed with the legal degree she obtained from New York University Law School, and the requisite legal business experience she acquired on Manhattan's Wall Street, she returned home to her family farm, and started to give back to the Oklahoma rural communities, in the process working full-time in the Oklahoma Corporate legal arena, and devoting time to study for a Master's Degree in Business Administration (MBA), Horticulture and Childcare Development Certifications. On the broader national turf, Dr. Steele is a former USDA-SARE Advisory Main Council Member. Additionally, she had the rare honor of being appointed by President Barack Obama's administration as a distinguished USDA-NASS Advisory Councilwoman, served on USDA Grant Panels and a USDA Strategic Action Team Leader. Dr. Steele serves on various scholarship committees that were instituted for the educational empowerment of the youth. In addition, she offers invaluable support to the Oklahoma City Black Chamber of Commerce, apart from volunteering on various rural Chamber of Commerce boards. Deploying uncommon intellectual energy and superlative personal industry to achieve exemplary and duly-acknowledged results-oriented performance in both individual and team activities, Dr. Steele has demonstrated unrivaled commitment in assisting counties in the State of Oklahoma with expert knowledge in healthy food production at a level that matches any known empirical and international standards. In the process, she has managed to build for herself an unassailable reputation, and a formidable pedigree, as a widely-sought after agricultural expert who is never short of strategic, innovative and entrepreneurial solutions to challenges in the agricultural sector of the economy. Sincerely motivated by an altruistic desire to empower the socially and economically disadvantaged, and to deliver timely awareness and education to those who truly desire a sustainably healthier lifestyle, Dr. Steele established National Women In Agriculture Association in 2008. Since then, she has employed the powerful and influential instrumentality of NWIAA to pursue her agenda of sustainable development in America's agricultural sector. To this end, in January 2014, Dr. Steele opened NWIAA's first Sustainable Agriculture Academy in the United States, located on the Eastside of the Oklahoma City Metro Area, and in close proximity to the city's largest African American population. It was in the light of this that Dr. Steele was recognized at the White House in February 2014, for leading the country in efforts to save and educate America's youth using environmental and innovative agriculture-based sustainable best practices, and in the spring of 2013, she was awarded a humanitarian honorary doctorate for exemplary performance as one of the most influential agro-business community developers amongst her generation in the United States. Dr. Steele  can be reached at womeninag@gmail.com or (405) 424-4623 for speaking engagements, and for teaching sustainable business techniques that can rapidly develop communities. Resources: Website: www.nwiaa.org Facebook: https://www.facebook.com/nationalwomeninag  Instagram: https://www.instagram.com/nwiaa_2008/  The Thriving Farmer Podcast Team would like to thank our amazing sponsor! At AgriGro, we know that in today's modern agriculture, our efforts can deplete life or add life. When you look for ways to add life, it's sustainable and makes everything work better. The result is enhanced plant and soil health for crops, gardens, and turf, as well as improved animal health and environment for livestock and wildlife. Our products are all-natural, easy to use, and friendly to the soil, the plant, as well as the grower. AgriGro's® formulations deliver essential plant nutrition along with an advanced prebiotic concentrate, which significantly increases the multitude of beneficial native microbial species already residing in the production environment. Through these environmentally sound technologies, we're adding life to crop production, livestock, home, turf, and wildlife markets. You don't have to be dependent on crop production efforts that deplete life… Just Add Life with AgriG

In this episode of The Justice Insiders, we welcome Richard A. Epstein, Laurence A. Tisch Professor of Law at NYU School of Law. Host Gregg Sofer and co-host Steve Renau explore with Professor Epstein the implications stemming from the recent Fifth Circuit decision in Jarkesy v. SEC, as well as possible future developments with respect to administrative law and regulatory compliance.Richard Epstein BiographyRichard A. Epstein is the Laurence A. Tisch Professor of Law, New York University Law School, a senior lecturer at the University of Chicago, and the Peter and Kirsten Bedford Senior Fellow at the Hoover Institution.Professor Epstein researches and has published work on a broad range of constitutional, economic, historical, and philosophical subjects. He has taught administrative law, antitrust law, communications law, constitutional law, corporation criminal law, employment discrimination law, environmental law, food and drug law, health law, labor law, Roman law, real estate development and finance, and individual and corporate taxation.Epstein's most recent book publication is The Dubious Morality of Modern Administrative Law (2020). Other works include The Classical Liberal Constitution: The Uncertain Quest for Limited Government (2014); Design for Liberty: Private Property, Public Administration, and the Rule of Law (2011); The Case against the Employee Free Choice Act (Hoover Institution Press, 2009); Supreme Neglect: How to Revive the Constitutional Protection for Private Property (2008); How the Progressives Rewrote the Constitution (2006); Overdose (2006); and Free Markets under Siege: Cartels, Politics, and Social Welfare (Hoover Institution Press, 2005).He received a BA degree in philosophy summa cum laude from Columbia in 1964; a BA degree in law with first-class honors from Oxford University in 1966; and an LLB degree cum laude, from the Yale Law School in 1968. Upon graduation he joined the faculty at the University of Southern California, where he taught until 1972. In 1972, he visited the University of Chicago and became a regular member of the faculty the following year.He has been a senior fellow at the MacLean Center for Clinical Medical Ethics since 1984 and was elected a fellow of the American Academy of Arts and Sciences in 1985. In 2011, Epstein was a recipient of the Bradley Prize for outstanding achievement. In 2005, the College of William & Mary School of Law awarded him the Brigham-Kanner Property Rights Prize.Links of InterestJarkesy v. Securities and Exchange Commission, No. 20-61007 (5th Cir. May 18, 2022).Epstein, Richard A. The Dubious Morality of Modern Administrative Law. Rowman & Littlefield. 2020.Diedrich, Joseph S. “Judicial Deference to Municipal Interpretation,” 49 Fordham Urb. L.J. 807 (2022).

Maureen McGough (Mc-Goff) is the Director of Strategic Initiatives for the Policing Project, a non-profit organization, at New York University Law School.  At the Policing Project Maureen (Mo) oversees national efforts to improve accountability and transparency in policing.  She joined the Policing Project after working with the National Police Foundation, where she led the non-profit's research, training, and technical assistance efforts as Director of National Programs.Prior to joining the National Police Foundation, Maureen spent a decade with the federal government in various roles with the US Department of Justice and the US Department of State. She served as Senior Policy Advisor to the Director of the National Institute of Justice – the USDOJ's research, development, and evaluation agency – where she led agency efforts to advance evidence-based policing, improve the representation of women in policing, and implement systems-level criminal justice reform initiatives. Additional federal experience includes serving as counsel on terrorism prevention to the Deputy Attorney General, Special Assistant U.S. Attorney for the District of Columbia, and coordinator for federal AIDS relief efforts through the U.S. Embassy in Kigali, Rwanda.Maureen is a member of the FBI's Law Enforcement Education and Training Council, an executive board member for the American Society of Evidence-Based Policing, and is a recent public leadership executive fellow with the Brookings Institute.  Maureen is an attorney and earned her J.D. from the George Washington University Law School.

On this week's pod, Dave welcomes one of his former professors – Rick Pildes! Professor Pildes is the Sudler Family Professor of Constitutional Law at New York University Law School, an appointee to President Biden's Commission on the Supreme Court of the United States, and a contributor to the New York Times. He's a leading scholar on the legal issues concerning democracy, and in this episode, we focus on his recent article “Political Fragmentation in Democracies of the West.” To begin, Professor Pildes provides evidence for his main claim that center-left, center-right, and establishment political authority has fragmented across the west, from first-past-the-post to proportional representation systems. Having established this fragmentation, we then discuss potential explanations for why political power has fragmentented. Beyond a slew of economic issues, including globalization, the 2008 financial crisis, and rising income inequality, we also push on the role of immigration and race both in American politics and in other countries. Next, we talk about another big pillar of Professor Pildes' paper – the communications revolution and how it enables politicians to act more as individual actors rather than a cog in their party. After, we overview several potential remedies to this fragmentation of democracy. Lastly, we ask Professor Pildes about his recent work on reforming the electoral college process, including changes to the primary election structure and creating competitive election districts. Referenced Readings “Political Fragmentation in Democracies of the West,” Richard Pildes. Political Ideologies and Political Parties in America, Hans Noel. “How Congress can fix the Electoral Count Act,” Edward B. Foley, Michael W. McConnell, Richard H. Pildes, and Bradley Smith.

Tisha Schuller welcomes Mark Brownstein, senior vice president of the Energy Program at the Environmental Defense Fund (EDF), to the Energy Thinks Podcast. Tisha and Mark discuss:·        Reporting actual emissions data rather than estimates;·        EDF's methane-detection satellite making emissions data accessible for all;·        The Oil and Gas Climate Initiative and the industry's commitment to methane mitigation;·        Shifting from a focus on CO2 to also addressing methane;·        EDF's recruitment of multilingual employees in the global energy industry;·        Addressing hydrogen's role; and,·        What makes a compelling oil and gas leader as a partner.Prior to joining EDF as managing director of business partnerships in 2006, Mark held two director positions at the Public Service Enterprise Group (PSEG). In addition to working at PSEG, he served as an air quality regulator with the New Jersey Department of Environmental Protection. Mark was an adjunct professor who taught energy policy and energy project finance courses at the Columbia University School of International and Public Affairs and the New York University Law School, respectively. Mark has a law degree from the University of Michigan and a B.A. in history and political theory from Vassar College. Subscribe here for Tisha's weekly "Both Things Are True" email newsletter. Follow all things Adamantine Energy at www.energythinks.com. Thanks to Lindsey Slaughter, Adán Rubio, and Michael Tanner who make the Energy Thinks podcast possible. [Interview recorded on February 24, 2022]

Tisha Schuller welcomes Mark Brownstein, senior vice president of the Energy Program at the Environmental Defense Fund (EDF), to the Energy Thinks Podcast. Tisha and Mark discuss:·        Reporting actual emissions data rather than estimates;·        EDF's methane-detection satellite making emissions data accessible for all;·        The Oil and Gas Climate Initiative and the industry's commitment to methane mitigation;·        Shifting from a focus on CO2 to also addressing methane;·        EDF's recruitment of multilingual employees in the global energy industry;·        Addressing hydrogen's role; and,·        What makes a compelling oil and gas leader as a partner.Prior to joining EDF as managing director of business partnerships in 2006, Mark held two director positions at the Public Service Enterprise Group (PSEG). In addition to working at PSEG, he served as an air quality regulator with the New Jersey Department of Environmental Protection. Mark was an adjunct professor who taught energy policy and energy project finance courses at the Columbia University School of International and Public Affairs and the New York University Law School, respectively. Mark has a law degree from the University of Michigan and a B.A. in history and political theory from Vassar College. Subscribe here for Tisha's weekly "Both Things Are True" email newsletter. Follow all things Adamantine Energy at www.energythinks.com. Thanks to Lindsey Slaughter, Adán Rubio, and Michael Tanner who make the Energy Thinks podcast possible. [Interview recorded on February 24, 2022]

This week, your hosts Steve Lowry and Yvonne Godfrey interview Jim Gilbert of The Gilbert Law Group, PC (https://www.thegilbertlawgroup.com/)   Remember to rate and review GTP on iTunes: Click Here To Rate and Review   Case Details: Jim Gilbert, the founder of Colorado's The Gilbert Law Group, PC and former national chairman of the Attorneys Information Exchange Group, shares how he successfully represented Bosnian War refugee Dzemila Heco after she suffered life-altering injuries due to a defective seatback. In August 2007, Dzemila's 2000 Dodge Neon was rear-ended by another car at a stoplight in Vermont. Dzemila, who was wearing a seatbelt at the time of the accident, should have been able to walk away from this minor traffic accident, but her seatback collapsed on impact, causing her to sustain a neck injury that rendered her a permanent quadriplegic in need of round-the-clock care. In today's new episode, learn how "Lawyer of the Year" honoree Jim Gilbert held the seatback manufacturer, Johnson Controls, Inc., responsible for their defective design. Jim discusses how he used expert testimony as well as Johnson Controls, Inc.'s own testing and internal documents against them, including Johnson Controls, Inc.'s 1998 patent filing that stressed the disadvantages of a single-sided recliner. Two years after filing, the same single-sided recliner was implemented in the design of Dzemila's 2000 Dodge Neon. In spite of the defendant's claims that the seat in Dzemila's car met Chrysler's requirements and exceeded government and industry safety standards, the Chittenden County, Vermont jury found the seat to be defective. In June 2013, the jury awarded Dzemila a groundbreaking $43.1 million verdict, the largest jury verdict in the state of Vermont at the time.  Click Here to Read/Download the Complete Trial Documents   Guest Bio: Jim Gilbert A 1968 graduate of New York University Law School, James L. Gilbert is the owner of The Gilbert Law Group, P.C. an Arvada, Colorado law firm.  The firm specializes in product defect litigation, primarily automotive and truck products.  He now has over 45 years of experience litigating complex cases against some of the world's largest corporations.  Jim Gilbert was voted 2019 Lawyer of the Year in Colorado. Highly skilled and comfortable in the courtroom, Mr. Gilbert has received a number of favorable jury verdicts. His work involving defective aftermarket windshield installations, including a $6,100,000 jury verdict against an aftermarket installer, was chronicled in a cover story in Lawyers Weekly entitled "Personal Injury Cases That Made a Difference." Jim Gilbert has obtained many eight-figure jury verdicts including $35,000,000 (California) awarded in a conversion van case, $17,500,000 (Colorado) awarded in a seatbelt case, $43,500,000 (Vermont) awarded in a seatback failure case, and most recently $52,000,000 (Colorado) in a seatbelt failure case.  Mr. Gilbert is a frequent lecturer and member of the Inner Circle of Advocates, an invitation-only group with membership limited to 100 lawyers. He is an invited fellow in the Society of Trial Lawyers, a fellow in the International Society of Barristers, is listed as a Top 100 in the National Trial Lawyers Organization, and is listed in Best Lawyers in America and several other national organizations.  He was the national chairman of the Attorneys Information Exchange Group for 15 years. Read Full Bio   Show Sponsors: Legal Technology Services - LegalTechService.com Digital Law Marketing - DigitalLawMarketing.com Harris Lowry Manton LLP - hlmlawfirm.com   Free Resources: Stages Of A Jury Trial - Part 1 Stages Of A Jury Trial - Part 2

During an 8 year career practicing Law, Josh won multi-$MM victories for corporate clients and immigration relief pro bono. Josh holds a JD from New York University Law School, where he graduated in the top 10% of his class.In the middle of his career in Law, Josh made a big change. He's now a Senior Software Engineer at a fast growing tech company where he leads teams and helps clients build better products and applications.In this episode, Josh and I speak about recognizing what drives you and tapping into that passion. We also go in depth about HOW to bridge into tech, including why Josh enrolled in a coding boot camp from the Flatiron School. Anyone looking for practical advice on how to do more of what they love, and HOW to use their existing skills in a new context, will benefit from this episode.Book Rec: Josh mentions using The Artist's Way by Julia Cameron to tap into his curiosity. He created exercises to explore what matters to him:https://www.amazon.com/Artists-Way-25th-Anniversary-ebookWomen in Big Data

Emails made public by the Brennan Center for Justice at New York University Law School recently showed that officials under President Donald Trump tried whatever they could to rig the system for redistricting purposes. It and other government documents detailed clashes between the administration and the bureau's experts in areas that had the potential of affecting the count and who gets elected. Mary C. Curtis sits down with Kelly Percival, with the Brennan Center's Democracy to discuss what this all means.

Emails made public by the Brennan Center for Justice at New York University Law School recently showed that officials under President Donald Trump tried whatever they could to rig the system for redistricting purposes. It and other government documents detailed clashes between the administration and the bureau's experts in areas that had the potential of affecting the count and who gets elected. Mary C. Curtis sits down with Kelly Percival, with the Brennan Center's Democracy to discuss what this all means. Learn more about your ad choices. Visit megaphone.fm/adchoices

A graduate of Otterbein University (Ohio) and New York University Law School, T. C. Morrison spent his 50-year legal career writing briefs and trying cases around the country for a series of New York City law firms. Patrick A. Peters ("Pap") and Prescott U. Peters ("Pup"), the intrepid tort lawyers whose zany exploits delighted readers of Torts "R" Us, return with another round of legal shenanigans guaranteed to make you laugh until you cry. Their latest antics include a lawsuit against the Russian government for entrapping a well-known Congressman in a honey trap, attempting to liberate all the chimpanzees in the Bronx Zoo, and representing the unforgettable Lydia Lowlace in lawsuits against unscrupulous strip club owners and video game makers who have taken advantage of her sudden fame. The brothers even concoct a plan to revitalize Connecticut's three poorest cities by turning them into a mecca for nationwide tort lawsuits. Settle into your favorite chair to make sure you don't fall on the floor laughing at the latest exploits of these lovable lawyers who will stop at nothing in their pursuit of publicity, fame, fun and money.

BOSCHWITZ, RUDOLPH ELI (RUDY), a Senator from Minnesota; born in Berlin, Germany, November 7, 1930; attended the public schools in New Rochelle, N.Y., and The Pennington School in Pennington, N.J.; attended Johns Hopkins University, Baltimore, Md., 1947-1949; graduated, New York University School of Commerce, New York City, 1950, and New York University Law School 1953; admitted to the New York bar in 1954 and the Wisconsin bar in 1959, and commenced practice in New York City in 1956; served in the United States Army Signal Corps 1954-1955; founder, in October 1963, and chairman of Plywood Minnesota, Inc. (renamed Home Valu Interiors, Inc., 1994) 1963-; Republican National Committeeman from Minnesota 1971-1978; elected as a Republican to the United States Senate in November 1978 for the term commencing January 3, 1979; subsequently appointed on December 30, 1978, to fill the vacancy caused by the resignation of Wendell B. Anderson for the term ending January 3, 1979; reelected in 1984 for the term ending January 3, 1991; unsuccessful candidate for reelection in 1990 and in 1996; chairman, National Republican Senatorial Committee (One Hundredth Congress); continued civic activities and membership on various advisory boards, including state chair of the American Cancer Society Crusade, Upper Midwest Kidney Foundation, campaign chairman for Minneapolis Federation for Jewish Service; received Citizen's Medal in 1991 for efforts in Ethiopia as President George H.W. Bush's emissary; finance chair in Minnesota for President George W. Bush 2000, 2004; is a resident of Minneapolis, Minn.

Featured interview: Prospects for a global consensus on the corporate minimum tax rate -국제 최저법인세 합의 전망 Guest: Professor Daniel Shaviro, New York University Law School

David Tisch is the Managing Partner of BoxGroup, an NYC-based seed stage venture capital firm that has invested in over 300 seed-stage startups, including Plaid, Roman, PillPack, Flatiron Health, Stripe, Warby Parker, Harry's, Oscar, Flexport, Classpass, Vine, Clubhouse, GroupMe, Airtable and more.He is also the co-founder of the startup incubator TechStars NYC, is a Rock Fellow at Harvard Business School and is on the Entrepreneur Board at New York University. David served as the Head of Startup Studio at Cornell Tech, where he taught two graduate classes for 5 years. He previously served on the board of New York Public Radio and Mayor Bloomberg's Advisory Council on Technology.David is a graduate of the University of Pennsylvania and New York University Law School.This episode was originally a live fireside chat. 

Anne Milgram grew up in East Brunswick, New Jersey, the daughter of a college professor and an engineer. But other relatives – including her grandfather who was a New Jersey police chief – were in law enforcement, and so Anne thought of law enforcement as the family business. Though she was to spend much of her adult life in that family business, she was not particularly interested in it growing up. After attending Rutgers University and New York University Law School, a clerkship with a prominent federal judge in Trenton opened her eyes to life in the courtroom. As Anne will tell you, that experience changed her journey. After her clerkship, she worked as a local prosecutor in the Manhattan District Attorney's Office for the legendary Robert Morganthau and then joined the Civil Rights Division of the United States Department of Justice, as a federal prosecutor investigating hate crimes and sex trafficking cases. At the age of 36, Anne's career took a remarkable turn when the Governor of New Jersey appointed her to be that state's Attorney General. That made her the second-youngest Attorney General in the United States, the second-youngest Attorney General in New Jersey history, and the state's chief law enforcement officer with a staff of more than 9,000 state employees. And, because a prior Attorney General had assumed control of the Camden Police Department, she was also in charge of the police force of what she described as one of the most violent places on earth. Anne is a remarkably thoughtful and intelligent woman. The steps she took to reform the Camden police department – something she did with a talented and caring police chief she hired – are a model for enlightened and progressive policing.Emblazoned on a City Hall wall in Camden is a line from the renowned poet (and Camden resident) Walt Whitman: “In a Dream, I Saw a City Invincible.” And what Camden needed was an Attorney General up to the task – passionate, dedicated, brilliant, and …. invincible. That was what they got, in Anne Milgram.If you have thoughtful feedback on this episode or others, please email us at theoathpodcast@gmail.com.Find the transcript and all our previous episodes at MSNBC.com/TheOath

The pandemic has forced even the most technophobic online. After refusing for years, the Supreme Court is now hearing oral arguments over the phone and live streaming them, an initiative that — aside from the awkwardness that comes with conference calls — seems to be going well. On May 12, the public was able to tune in to hear arguments about whether or not the president's tax returns should be released. Advocates for online courts cite low costs and efficiency. But in some cases, online courts can prove less fair than the courthouses people have historically visited in person. Public defenders say that they can't do their jobs online, and not all of their clients even have internet access, let alone a smartphone. Some research suggests that at hearings conducted by video, asylum applicants are twice as likely to be denied asylum and defendants are more likely to be deported. Douglas Keith is counsel in the Democracy Program at The Brennan Center for Justice at New York University Law School. Keith says that if online courts are the future of justice, we need to set better guidelines to make sure they're fair.   On the Media is supported by listeners like you. Support OTM by donating today (https://pledge.wnyc.org/support/otm). Follow our show on Instagram, Twitter and Facebook @onthemedia, and share your thoughts with us by emailing onthemedia@wnyc.org.

I spoke with Felicity Conrad, the co-founder & CEO of Paladin, a software platform that empowers pro bono activities in law firms, Christian Lang, the head of strategy at Reynen Court, a secure platform for law firms and corporate legal departments to adopt and manage their software, and Anna McGrane, the co-founder and COO of PacerPro, a system that simplifies access to Pacer, the online federal court filings system. We discussed New York University Law School's series on legal technology, including its upcoming program on October 22, 2019.

Aftershow : Doug Caddy:: Attorney for Watergate Burglars- JFK Assassination & MoreDOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Seven http://educationforum.ipbhost.com/index.php?showtopic=215008 years ago #assassination, #attorney, #burglars-, #caddy::, #doug, #doug caddy, #ed, #jfk, #opperman, #oppermanreport, #report, #watergate, #watergate burglarsThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement

DOUGLAS CADDY is an attorney in Houston, admitted to the Texas and District of Columbia Bars. He is a graduate of the Georgetown University School of Foreign Service and New York University Law School. He is the author of six books, three published by the Texas A&M University Press. His biography appears in Who'sWho in American Law, Who'sWho in America, and Who'sWho in the World.Memoir on Being the Original Attorney for the Watergate Sevenhttp://educationforum.ipbhost.com/index.php?showtopic=21500This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/1198501/advertisement